Improving quality and operational reliability through organizational change
Heiska, Otto (2015)
Heiska, Otto
Metropolia Ammattikorkeakoulu
2015
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-201505127620
https://urn.fi/URN:NBN:fi:amk-201505127620
Tiivistelmä
This thesis is based on an organizational change project initiated by Lufthansa Cargo management and Swissport Cargo Services management in late autumn 2014. The idea of the project was to improve the quality and operational reliability of an outsourced Lufthansa Cargo dedicated service unit. The unit operating under Swissport Cargo Services in Helsinki airport was to be restructured and redeveloped to better suit the changed operational environment.
The purpose of this thesis is to present the current operational setup of the service unit and the function in detail as well as the needed organizational changes. The issues with the current setup relate to compromised operational reliability, which directly affects the level of quality. The thesis will give detailed insight in reference to the air cargo industry to further clarify the service unit's concept.
Based on the initiative of Lufthansa Cargo management the author of this thesis began conducting a research whether the current setup of the unit was the cause for the issues raised. To analyse the current organizational setup a tool known as McKinsey 7s frame-work was used. With the help of the 7S model also the new organizational structure was designed. The implementation of the new organizational structure was done in reference to Kurt Lewin's three-step organizational change model.
The outcomes of the thesis were measured on both quantitative and qualitative measures. The service units quality is measured on Lufthansa Cargo specified quantitative Key Performance Indicators. Data from all the relevant KPIs in reference to unit's function was collected before and after the change to determine the outcome of the organizational change. The qualitative research was done with a questionnaire relating to the success, which was given out to all relevant employees of the unit.
Based on the quantitative KPI measures the organizational change was a success but the qualitative questionnaire suggested that it was only partially a success. The qualitative research suggests that the change is only partially complete and more resources have to be allocated. The author suggests that the addition of resources has to be further studied and new qualitative KPIs developed to provide more accurate quality data.
The purpose of this thesis is to present the current operational setup of the service unit and the function in detail as well as the needed organizational changes. The issues with the current setup relate to compromised operational reliability, which directly affects the level of quality. The thesis will give detailed insight in reference to the air cargo industry to further clarify the service unit's concept.
Based on the initiative of Lufthansa Cargo management the author of this thesis began conducting a research whether the current setup of the unit was the cause for the issues raised. To analyse the current organizational setup a tool known as McKinsey 7s frame-work was used. With the help of the 7S model also the new organizational structure was designed. The implementation of the new organizational structure was done in reference to Kurt Lewin's three-step organizational change model.
The outcomes of the thesis were measured on both quantitative and qualitative measures. The service units quality is measured on Lufthansa Cargo specified quantitative Key Performance Indicators. Data from all the relevant KPIs in reference to unit's function was collected before and after the change to determine the outcome of the organizational change. The qualitative research was done with a questionnaire relating to the success, which was given out to all relevant employees of the unit.
Based on the quantitative KPI measures the organizational change was a success but the qualitative questionnaire suggested that it was only partially a success. The qualitative research suggests that the change is only partially complete and more resources have to be allocated. The author suggests that the addition of resources has to be further studied and new qualitative KPIs developed to provide more accurate quality data.