1、Restructuring-1-Appendix:Roland Berger&Partner success story:Turn-around of Lufthansa German AirlinesRestructuring-2-LH case study:The starting pointRestructuring-3-The critical economic situation of Lufthansa in 1991 and 1992 demanded radi-cal and lasting measures to guarantee the companys future c
2、ompetitivenessSince 1990 the operation profits had been negative and had continued to worsenThe intensity of competition and extreme cost pressure were increasing in the aviation industryThe Lufthansa board therefore decided on a radical,three-stage program to guarantee future competitiveness:down-s
3、izingrestructuringrebuildingCase studyRestructuring-4-The three-stage competitiveness program addressed critical short-term prob-lems first before tackling deeper restructuring Case studyThree-stage programcapacity reductionsworkforce shrinkagecost-cuttingDown-sizingstructural innovationprocess inno
4、vationRestructuringstrategic innovationmarketing innovationRebuildingRestructuring-5-The down-sizing and restructuring stages unfolded in three phasesCase studyPhase III:ProcessoptimizationFocus:Continuing service-andefficiency-improvementsMeans:Clear orientation towards criticalsuccess-factors,crea
5、tion of employee commitmentthrough further decentralization and business reengineeringPhase II:New structureFocus:Increased market orientation throughout the entire value chain,Cultural ChangeMeans:New structure with focus on entrepreneurship and internal customer supplier-relations Focus:Short term
6、 cost-cutting to ensure survivalMeans:an evenly spread cost reduction program in all departmentsPhase I:Turn-arounddown-sizingrestructuringRestructuring-6-LH case study:A radical turn-around was the first priorityRestructuring-7-Turn-around phase I was marked by short-term cost-cutting and a retreat
7、 from unprofitable marketsCase study-20%Number ofstaff-10%Number of planes in operation-14%Number of routesTurn-around Phase IConsultant InputEvaluation of route networkCoaching of top-management for personnel reductionIdentification of other short term cost-cutting opportunitiesCost reduction of 40
8、0 Mio.US$achieved in 1993Restructuring-8-The results of the turn-around phase:costs fell and productivity roseCase study-20-1001020304031%-15%Employee Productivity1992-1994(TKO/employee)Unit costs 1992-1994(DM/TKO)However,further cost re-ductions were necessaryto guarantee futuresurvivalRestructurin
9、g-9-LH case study:Designing a new corporate structure was the next stepRestructuring-10-The most important goals in the restructuring phase were:Build units which are smaller,better manageable and closer to the marketSegment the organization into business units which reflect market needs and can be
10、benchmarkedAchieve balance responsibilities among the business unitsBuild clear customer-supplier relationships within the company,the performance of which can be benchmarkedAchieve a competitive cost structureForce constant internal and external benchmarkingCase studyRestructuring-11-Phase II was m
11、arked by a market-oriented restructuring of the entire groupCase studyTurn-around Phase II:Market-and process-oriented restructuringConsultant InputCreating and evaluation organizational alternativesImplementation of customer supplier relations between business areasRestructuring and redimensioning
12、of the new business areasIdentification of additional savings potentialsCost reduction of 250 Mio.US$Airline XOutsourcedfunctionsTechnicalCargoITNMar-ketingSalesOpera-tionsplan-ningFlightOpera-tionsGroundSer-vicesCent-ralFunc-tionsAirline XTech-nicalMar-ketingSalesFinan-cePerson-nelStra-tegy/Con-tro
13、llingFlightOpera-tions=outsourced or outsourcing planned“Old”Structure“New”StructureRestructuring-12-The new structure was selected according to six criteriaCase studyProcess-and client-orientationDelegation of competence andresponsibilityIncreased trans-parency of resultsand accomplish-mentsPotenti
14、al for mergersand alliancesIncreasing flexibilityand responsivenessPossibility for addi-tional thirdpartybusinessNewstructureRestructuring-13-The new structure entailed significantly less complexity,making the company easier to manage effectivelyCase studyTech-nicalCargoAGSys-temsGmbHLufthansa AGOld
15、 StructureCentralfunc-tionsMarke-tingTech-nicalCargoGroundSer-vicesFlightOpera-tionsSys-temsLufthansa AGNew structureCentralfunc-tionsOperationsMarketingoutsourcedEmployeesRevenuesSource:Lufthansa,1996 40.300 16 billion DM23.750 13.41010.4004.4501.000 2.320 3385 420Restructuring-14-The project was c
16、arried out through intensive communication with manage-ment,employees and the unionsCase studyManagementEmployeesUnions Executive board Leadership committee Business unit management frequent face-to-face-meetings TV DAG Works councils Many face-to-face meetingsRestructuring-15-LH case study:Phase II
17、I achieved wide-ranging process redesign and innovationRestructuring-16-The aim of phase III was to improve competitive differentiation and turnover/market-share as well as to achieve further substantial cost reductionsCase StudyPhase 1Clear cost cuttingPhase 2Improved customer orientationthrough ou
18、tsourcingPhase 3Customer focus not only on business unit level,but also on process-levelincreased turnover/through process based improvement of reaction-times and innovative strengthCost-reduc-tionsCompetitivedifferentiation/market impactRestructuring-17-Roland Berger&Partner was heavily involved in
19、 designing and implementa-ting Phase III at LufthansaCase studyPhase IIIObjectivesPhase IIScopeConsultant InputIntensification and anchoring of the new market orientation by carrying the structural innovations over to the process levelReengineering of multiple pro-cesses:Network Management/Marketing
20、 Processes:Scheduling Pricing Yield ManagementOperations Processes:Production/Operations Planning Ground Services Flight OperatorsService Processes Service development Service deliveryLine maintenanceNetwork management Cargo:hubbing concepts corporate planning&controllingIntensive training of 20 cli
21、ent reengineering-teamsWorkshops and methodological support for running reenginee-ring projects as well as project managementConducting of worldwide bench-marking exercises in the aviation industryPhase III is still running at this time.Projected savings of US$300-500 million p.a.after project compl
22、etionRestructuring-18-The Lufthansa Redesign Projects have already delivered significant results,and the savings potential will continue to rise in coming years,with approxi-mately 75%coming from revenue increasesCase study*measured only until middle of 1996Source:LufthansaAfter 1999,savings/revenue
23、 increasesexpected to total$300-500 million p.a.1996*199719981999Savings(Mio.DM)71,5215,0236,0197,025%75%25%75%25%75%25,0 costreduction46,5 reve-nue im-provmentRestructuring-19-Analysis of the key processes at Lufthansa identified high revenue-improve-ment and cost-reduction potentials through great
24、er market orientationCase studyProcessImprovement methodPotentialPlanning and steering(marketing)Yield managementPricingCentral resource planning and controlling11 other processes with high im-provement potential were also identifiedReduction of planning expense by more effective steeringImproved pr
25、ognoses and greater market transparencyFaster reaction-time in price-set-tingCoordination of resource planning according to long-term cost-reduc-tionHigh revenue potential through centralized network steeringHigh revenue potential through more precise steeringHigh revenue potential through better re
26、action to market develop-mentCost-savings potential through better coordinationRestructuring-20-Process innovation at Lufthansa occurred in five sub-phasesCase studyStatus-quo process analysisDesign of new processImplementationIdentification of relevant processesAnchoring the newprocesses12345 Ident
27、ification of core processes(process-client and process-product Two selection criteria:Is there a need for improvement?Would improve-ments bring signifi-cant competitive ad-vantages?Process-mapping Analysis of process deficits and causes Best-practice bench-marking Brain-storming of new process forms
28、 detailed development:Objectives Process flows Info flows Process controlling Implementation of immediate measures Communication of im-plementation plan Installation of IT-infra-structure Employee training Creation of necessary organizational units Development of a con-trolling system to measure success Anchoring the process-orientation in the corpo-rate culture
