ORGANIZATIONAL GROWTH AND SAFETY MANAGEMENT

Transcription

1 ORGANIZATIONAL GROWTH AND SAFETY MANAGEMENT Managing change Hellen Ndichu Independent Non-profit Innovative Non-profit Innovative

2 Introduction Change is complex, and knowing what NOT to do is just as important as knowing what TO do! Any change, even a change for the better, is always accompanied by hazards and this affects the safety of an organization.

3 Hazards may inadvertently be introduced into an operation whenever change occurs. These hazards that are a by-product of change should be systematically and proactively identified and managed.

4 In order to manage change successfully, It s important to consider the personal impact on those affected, and their journey towards working and behaving in new ways to support the change. The greatest danger in time of change is not the change it s to act with yesterday logic.

5 Change management therefore focuses on people and how they, as individuals and teams, move from the current situation to the new one.

6 RwandAir RwandAir has major plans to strengthen its fleet from 8 to 12 aircraft. The expansion represents a 50% increase in available seats. The airline s plan to expand its global footprint was realized with the introduction of the two new wide body A330 fleet delivered in September 2016 and November 2016

7 The expansion included new route to Europe and Asia

8 To manage this growth requires a strategic plan that transforms an organization and at the same time managing the risk and hazards associated with the change to guarantee return on investment.

9 RwandAir Change Train 3 phase change management process PHASE 1 PREPARATION FOR CHANGE PHASE 2 MANAGING CHANGE PHASE 3 CHANGE MONITORING READINESS ASSESMENT DEFINING SCOPE OF CHANGE COLLECTING AND ANALYSIS FEEDBACK PREPARING THE CHANGE TEAM DEVELOPING MANAGEMENT PLAN DIAGNOSING GAPS DEVELOPING SPONSORSHIP MODEL CHANGE IMPLEMENTATION IMPLEMENTING CORRECTIVE ACTIONS

10 PHASE 1: PREPARING FOR CHANGE Readiness Assesment Define the change: Assess the magnitude of the change to our current operations delivery of aircrafts: Identifying individual/department that will be directly affected by the change

11 Preparing the Change Team: Due to the size of the changes in the organization: Established a new section under corporate divisionstrategic planning responsible for managing the projects. Appointed and trained a head of strategic planning section

12 Based on the affected department: Identified operational managers and supervisors to champion the change in their various section Trained the change champions on Operations Change Management and Operational Risk Management The champions assisted to manage resistance by working with people, and helping them deal with their concerns

13 Sponsorship model Senior management play a critical sponsor role in times of change. It s therefore important to develop a plan for senior management activities to carry out these plans:

14 Instituted a weekly executive committee meeting spearheaded by the CEO for strategic decision making. Defined traffic lights indicators for project activities. All red activates are escalated to the Exco weekly meeting.

15 PHASE 2 MANAGING CHANGE Managing change is the sequence of steps that a change management team will follow to apply change management to a change.

16 Change Management Plan steps 1. Identifying the main change 2. Defining the changes 3. Risk assessment 4. Change managing

17 STEP 1: Identification of main change: entry into service of A330 IDENTIFICATION OF MAIN CHANGE Entry Into Service of A 330

18 STEP 2: DEFINING THE CHANGE By drawing a clear picture of what you need to assist in identifying what is required to be done. Identifying Operational Need For The A330 Long Haul operations - ETOPS, New Destination Simplified documentations control - Electronic Flight Bag Europe operations - All weather Operations, De-icing Program Passenger Comfort and Entertainment - Onboard connectivity Aircraft and Cabin Definition Based Of Operational Need ETOPS Capability Onboard Connectivity capability Electronic Flight Bag installation

19 STEP 3: Risk Assesment RISK ASSESMENT Risk assessment helps to identify operational hazards associated with the new change. WHAT COULD GO WRONG AND HOW CAN WE MANAGE IT Risk Assessment Of The Main Project A330 Developing key action register checklist based on risk assessment Risk Assessment of Other Key Changes ETOPS EFB, New Destinations Onboard connectivity Developing key action register checklist based on risk assessment

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22 Step 4: Managing the change CHANGE MANAGING Setting up of main project management team review meeting (A 330 EIS team) Setting up of key changes management team review meeting (ETOPS team) Logging of meeting actions in action register checklist as per the traffic light indicators: GREEN- on track AMBER - Slightly delay - monitored as agenda item for next meeting RED - critical- to be escalated to ExCo meeting for strategic decision.

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25 PHASE 3: CHANGE MONITORING Change monitoring is the after-action review of the entire program: Identifying gaps and taking corrective actions Analysis feedback.

26 conclusion

27 Challenges Time constrain Regulatory guidance Operations V project management

28 Thank you!