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Leading 20,000+ Employees with a Process-Oriented Management System: Insights into Process Management at Lufthansa Technik Group

  • Mirko KloppenburgEmail author
  • Janina Kettenbohrer
  • Daniel Beimborn
  • Michael Bögle
Chapter
Part of the Management for Professionals book series (MANAGPROF)

Abstract

  1. (a)

    Situation faced: Structured documentation of an aviation company’s processes is a prerequisite to gaining an authority’s approval for aircraft maintenance, repair, and overhaul. Processes had been documented in a continuously growing number of PDF-based text documents, but the growing complexity of processes meant that this approach to process documentation no longer provided easy-to-understand work instructions for employees that fulfilled the authorities’ requirements.

     
  2. (b)

    Action taken: Lufthansa Technik Group implemented a process-oriented management system called IQ MOVE, the goal of which is to provide concise, easy-to-read documentation of processes in the form of process maps and swim-lane-based process descriptions. The system is designed to ensure seamless integration of normative and legislative requirements into the processes to avoid cross-references and to separate process documentation into multiple points of view. Moreover, IQ MOVE applies the “Framework for Assignment of Responsibilities” (FAR+) to strengthen process-management roles and increase employees’ acceptance of the system.

     
  3. (c)

    Results achieved: 20,000+ employees at Lufthansa Technik use IQ MOVE in their daily work. A periodically performed employee survey shows a high level of acceptance by the employees and increased awareness of the process-management roles (e.g., Process Owner, Process Architect, and Process Manager) based on the implementation of FAR+ and the integrated BPM Lifecycle approach.

     
  4. (d)

    Lessons learned: Key success factors of the system are the easy-to-understand process-modeling notation, the seamless integration of normative and legislative requirements into processes, the clearly defined process-management roles, the holistic process-modeling team, and the comprehensive process operations concept that Lufthansa Technik Group applied.

     

References

  1. Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. H. (2013). Fundamentals of business process management. Berlin: Springer.CrossRefGoogle Scholar
  2. Kettenbohrer, J., Beimborn, D., & Kloppenburg, M. (2013). Developing a governance model for successful business process standardization. In Proceedings of the 19th Americas Conference on Information Systems (AMCIS), Chicago, IL.Google Scholar
  3. Kettenbohrer, J., Kloppenburg, M., & Beimborn, D. (2014). Driving process innovation: The application of a role-based governance model at Lufthansa Technik. In J. vom Brocke & T. Schmiedel (Eds.), BPM—Driving innovation in a digital world, management for professionals (pp. 275–286). Switzerland: Springer.Google Scholar
  4. Loshin, D. (2008). Master data management. Burlington, MA: Morgan Kaufmann.Google Scholar

Copyright information

© Springer International Publishing AG 2018

Authors and Affiliations

  • Mirko Kloppenburg
    • 1
    Email author
  • Janina Kettenbohrer
    • 2
  • Daniel Beimborn
    • 3
  • Michael Bögle
    • 1
  1. 1.Lufthansa Technik AGHamburgGermany
  2. 2.University of BambergBambergGermany
  3. 3.Frankfurt School of Finance & ManagementFrankfurtGermany

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