SMART FROM STRATEGY TO OPERATIONS THROUGH PROCESS ORIENTATON

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Dorothy Grant
6 years ago
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1 SMART FROM STRATEGY TO OPERATIONS THROUGH PROCESS ORIENTATON

2 AGENDA About Avinor SMART Why SMART? How SMART? What SMART? The challenges Tips & tricks

AVINOR Established in 2003 operates 46 Airports across Norway provides aerodrome control and approach control services at airports air traffic services in Norwegian airspace

3 AVINOR Established in 2003 operates 46 Airports across Norway provides aerodrome control and approach control services at airports air traffic services in Norwegian airspace maintenance and operation of the technical infrastructure for air navigation State-owned under Ministry of Transport and Communications Avinor is a self-funded limited company

4 KEY FIGURES 50 million passengers use Avinor s airports every year aircraft movements every year patients are transported on scheduled flights each year

5 KEY FIGURES million in profit after tax million in revenue 3300 employees

7 SMART FROM STRATEGY TO OPERATIONS THROUGH PROCESS ORIENTATON How to establish a comprehensive, adequate and efficient management system of such a complex organisation with many airports, all of different sizes, climatic conditions and production?

8 SMART- PROGRAM S = styring - governance M = måling - measurement A = avvik - incidents R = risiko - risk T = tiltak - actions

9 WHY SMART?

10 AVINOR'S FORMER MANAGEMENT SYSTEM Difficult to prove compliance with laws and regulations Management system fragmented, not user friendly and seen as complex: too many local solutions and standards Strategies and objectives not fully operationalized throughout the organization Not clearly defined responsibilities and authority only based on document management difficult to find relevant management information Incident management system not user friendly and does not provide the necessary reports for analysis Risk management only focused on flight safety Unmanageable to maintain

11 THE MISSION (TASK) WAS: We want you to develop, establish and implement: A management system that contains all the activities the organisation performs in order to execute it s strategy in the best possible way.

12 HOW SMART?

13 Roles, Responsiblity, Authority Follow-up and reporting «A MANAGEMENT SYSTEM CONTAINS THE ACTVITIVIES THE ORGANISATION PERFORMS IN ORDER TO EXECUTE IT S STRATEGY IN THE BEST POSSIBLE WAY» Doing the right things Values Vision Strategy Policy Management, goals, plans requirements & guidelines Strategy, goals, requirements and controls Doing things right Business processes Procedures Forms, Checklists, Instructions Operational execution & Improvement

DELIVERABLES Strategic performance management Enterprise risk managment Deliverables Framework and method adapted to Avinor Description of management and

14 DELIVERABLES Strategic performance management Enterprise risk managment Deliverables Framework and method adapted to Avinor Description of management and monitoring process Strategy Map and 14 scorecards Deliverables : Policy and framework Process and Organization Conducted training Testing and implementing IT system made

Roles, Responsiblity, Authority Follow-up and reporting «A MANAGEMENT SYSTEM CONTAINS THE ACTVITIVIES THE ORGANISATION PERFORMS IN ORDER TO EXECUTE IT S STATEGY IN THE BEST POSSIBLE WAY» Doing the

15 Roles, Responsiblity, Authority Follow-up and reporting «A MANAGEMENT SYSTEM CONTAINS THE ACTVITIVIES THE ORGANISATION PERFORMS IN ORDER TO EXECUTE IT S STATEGY IN THE BEST POSSIBLE WAY» Doing the right things Values Vision Strategy Policy Management, goals, plans requirements & guidelines Strategy, goals, requirements and controls Doing things right Business processes Procedures Forms, Checklists, Instructions Operational execution & Improvement

16 WHAT SMART?

17 Level Document type Content Level 1 Strategic management documents Top-level documents that set the overall long term strategic view of the organisation. This includes values, vision, strategy and policy Level 2 Goal and planning documents Requirement documents Goal and planning document describe the organisations goals and action plans typical within a period of one year Management documents guides the purpose of our processes answering «WHY» we perform them Requirment documents describe legal and business requirments that constrain process operations Level 3 Process descriptions Procedures Process descriptions describe the activities within a specific process area answering «WHAT» we do Procedures describes how the actitivities are performed answering «HOW» we do it Level 4 Instructions Forms Checklists Instructions, forms and checklist support the execution of activities by describing and guiding how the steps are to be performed

Level Nivå Model type Objekter Type symbols

landscape All process areas within the specific

Airport services Level 2 Process overview

different subprocesses that exist within one of

18 Level Nivå Model type Objekter Type symbols representert and objects i modell Level 1 Process landscape All process areas within the specific value chain 6. Airport services Level 2 Process overview Overview of the main processes within a process area 6.5 Airside safety Level 3 Process diagram The different subprocesses that exist within one of the main processes Inspection & control Level 4 Procedures Instructions / Forms / checklists Activities Roles Decisions Perform inspection of sign

20 Ready for take off

21 A process oriented management system what did that mean for us? Describe activities in processes by using process models describing our complete business processes Simplify and reduce local maintenance of written procedures by standardising business processes Clarify the employees responsibility, roles and work activities through the business processes Ensure compliance with laws, rules and other governing requirements through the business processes Relate deliverables, risk, security and goals to the business processes and establish process governance to drive improvement Processes

SMART CARDS Risk What is the probability of failure occurring when executing this process in the future How good is our current documentation? Do we have all requirements under control?

22 SMART CARDS Risk What is the probability of failure occurring when executing this process in the future How good is our current documentation? Do we have all requirements under control? Governance Do we have best practises established and do we share them in the organisation? ACTIONS Incidents Is there a trend in incidents occurring related to the execution of this process Which improvement ideas have been proposed? Measurement What are strategic areas that our processes are working towards? How happy are we with the current performance level compared to the line organisations expectations?

23 Values Vision Strategy Policy From strategic to operational Strategic Performance Management Processoriented Management System Enterprise Risk Management New system for incident management

24 Act based on performance Establish strategic agenda Follow-up and report Operational execution Processes Organisation

25 Strategy & Goals Laws & Regulations Processes Governing Documents OrganisatIon Enterprise Risk Management Incidents Audits Reporting Case Management Saksbehandling Search across the management system

26 The project has faced massive challenges that needed to be overcome in order to succeed Missing process view of the organisation Distributed organisation with many units operating in isolation HQ is perceived as «out-of-touch» with the operating units Massive set of governing documents needed to be reorganised, restructured, simplified and tied to the processes Many parts as part of a complete management system Organisation is very busy with day-to-day operations difficult to get resources that has the necessary expertise Other projects working in parallel which impact same resources Establishing active teams for process governance

27 TIPS & TRICKS FOR SUCCEEDING Communicate - repeatedly Show what s in it for the employee in their daily life Don t underestimate or assume that employees can not adopt Have a methodology, standard and «way of getting results» Identify interfaces Have a small «core-team» that runs workshops Use a flexible level approach when describing processes - focus on what is useful for the employees Work SMART and efficient, smaller work groups, shorter time-slots, divide the work & produce, then come together again Be prepared it s always more work than you think Prepare for implementation and training early on And only then does the really hard part start

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