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1、Restructuring 1 Appendix RolandBerger Partnersuccessstory Turn aroundofLufthansaGermanAirlines Restructuring 2 LHcasestudy Thestartingpoint Restructuring 3 ThecriticaleconomicsituationofLufthansain1991and1992demandedradi calandlastingmeasurestoguaranteethecompany sfuturecompetitiveness Since1990theo
2、perationprofitshadbeennegativeandhadcontinuedtoworsenTheintensityofcompetitionandextremecostpressurewereincreasingintheaviationindustryTheLufthansaboardthereforedecidedonaradical three stageprogramtoguaranteefuturecompetitiveness down sizingrestructuringrebuilding Restructuring 4 Thethree stagecompe
3、titivenessprogramaddressedcriticalshort termprob lemsfirstbeforetacklingdeeperrestructuring Restructuring 5 Thedown sizingandrestructuringstagesunfoldedinthreephases Restructuring 6 LHcasestudy Aradicalturn aroundwasthefirstpriority Restructuring 7 Turn aroundphaseIwasmarkedbyshort termcost cuttinga
4、ndaretreatfromunprofitablemarkets Turn aroundPhaseI ConsultantInput EvaluationofroutenetworkCoachingoftop managementforpersonnelreductionIdentificationofothershorttermcost cuttingopportunitiesCostreductionof400Mio US achievedin1993 Restructuring 8 Theresultsoftheturn aroundphase costsfellandproducti
5、vityrose Restructuring 9 LHcasestudy Designinganewcorporatestructurewasthenextstep Restructuring 10 Themostimportantgoalsintherestructuringphasewere Buildunitswhicharesmaller bettermanageableandclosertothemarketSegmenttheorganizationintobusinessunitswhichreflectmarketneedsandcanbebenchmarkedAchieveb
6、alanceresponsibilitiesamongthebusinessunitsBuildclearcustomer supplierrelationshipswithinthecompany theperformanceofwhichcanbebenchmarkedAchieveacompetitivecoststructureForceconstantinternalandexternalbenchmarking Restructuring 11 PhaseIIwasmarkedbyamarket orientedrestructuringoftheentiregroup Turn
7、aroundPhaseII Market andprocess orientedrestructuring ConsultantInput outsourcedoroutsourcingplanned Restructuring 12 Thenewstructurewasselectedaccordingtosixcriteria Process andclient orientation Delegationofcompetenceandresponsibility Increasedtrans parencyofresultsandaccomplish ments Potentialfor
8、mergersandalliances Increasingflexibilityandresponsiveness Possibilityforaddi tionalthirdpartybusiness New structure Restructuring 13 Thenewstructureentailedsignificantlylesscomplexity makingthecompanyeasiertomanageeffectively Tech nical CargoAG Sys temsGmbH LufthansaAGOldStructure LufthansaAGNewstr
9、ucture outsourced Source Lufthansa 1996 40 300 16billionDM 23 750 13 410 10 400 4 450 1 000 2 320 3385 420 Restructuring 14 Theprojectwascarriedoutthroughintensivecommunicationwithmanage ment employeesandtheunions ExecutiveboardLeadershipcommitteeBusinessunitmanagementfrequentface to face meetings T
10、VDAG WorkscouncilsManyface to facemeetings Restructuring 15 LHcasestudy PhaseIIIachievedwide rangingprocessredesignandinnovation Restructuring 16 TheaimofphaseIIIwastoimprovecompetitivedifferentiationandturnover market shareaswellastoachievefurthersubstantialcostreductions Phase1 Clearcostcutting Ph
11、ase2 Improvedcustomerorientationthroughoutsourcing Phase3 Customerfocusnotonlyonbusinessunitlevel butalsoonprocess levelincreasedturnover throughprocessbasedimprovementofreaction timesandinnovativestrength Cost reduc tions Competitivedifferentiation marketimpact Restructuring 17 RolandBerger Partner
12、washeavilyinvolvedindesigningandimplementa tingPhaseIIIatLufthansa PhaseIIIObjectives PhaseIIScope ConsultantInput Intensificationandanchoringofthenewmarketorientationbycarryingthestructuralinnovationsovertotheprocesslevel Reengineeringofmultiplepro cesses NetworkManagement MarketingProcesses Schedu
13、lingPricingYieldManagementOperationsProcesses Production OperationsPlanningGroundServicesFlightOperatorsServiceProcessesServicedevelopmentServicedeliveryLinemaintenanceNetworkmanagementCargo hubbingconceptscorporateplanning controlling Intensivetrainingof20clientreengineering teamsWorkshopsandmethod
14、ologicalsupportforrunningreenginee ringprojectsaswellasprojectmanagementConductingofworldwidebench markingexercisesintheaviationindustryPhaseIIIisstillrunningatthistime ProjectedsavingsofUS 300 500millionp a afterprojectcompletion Restructuring 18 TheLufthansaRedesignProjectshavealreadydeliveredsign
15、ificantresults andthesavingspotentialwillcontinuetoriseincomingyears withapproxi mately75 comingfromrevenueincreases measuredonlyuntilmiddleof1996 Source Lufthansa After1999 savings revenueincreasesexpectedtototal 300 500millionp a Restructuring 19 AnalysisofthekeyprocessesatLufthansaidentifiedhighr
16、evenue improve mentandcost reductionpotentialsthroughgreatermarketorientation Process Improvementmethod Potential Planningandsteering marketing YieldmanagementPricingCentralresourceplanningandcontrolling 11otherprocesseswithhighim provementpotentialwerealsoidentified ReductionofplanningexpensebymoreeffectivesteeringImprovedprognosesandgreatermarkettransparencyFasterreaction timeinprice set tingCoordinationofresourceplanningaccordingtolong termcost reduc tion Highrevenuepotentialthroughcentralize
