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Changemanagementpt Kai 121004232517 Phpapp02
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Transcript of Changemanagementpt Kai 121004232517 Phpapp02
PT KERETA API INDONESIA (Persero)
CHANGE MANAGEMENT
Clelie Albert Fath Ade Surya Iskandar Muda Ivan Immanuel
Kresna Satria Obaja Kurniawan
Rikardo Siahaan
COMPANY PROFILE
PT KAI is the state owned company which are in the transportation industry,
namely train. PT KAI now serves the wider community both in terms of local
transportation (in a particular city) or inter-city.
VISION
To become the best railways service provider focusing in customer
service and to fulfil stakeholder’s expectations
MISSION Conducts the business of railways and its supporting business, through its business
practice and best organization models to provide the added value to its stakeholders and
environment based on 4 main pillars : Safety, On Time, Service, and Convenience
External Environment
2005 -2010
LOW COST CARRIER AIRLINES LOW CUSTOMER TRUS & SATISFACTION
•The only one railways provider in Indonesia
•Opportunities to become favorable transportation is high
•Lots of investor willing to invest in railways industry
Internal Condition of PT. KAI
2005 -2010
32 %
31%
81% 78%
0
10
20
30
40
50
60
70
80
90
2008 2009
ON TIME PERFORMANCE
ARRIVAL ON TIME (PERCENTAGE)
DEPARTURE ON TIME (PERCENTAGE)
2005 2006 2007 2008 2009
ACCIDENT NUMBER 102 116 159 147 90
VICTIM NUMBER 36 50 31 45 57
0
20
40
60
80
100
120
140
160
180
NU
MB
ER
0% 0% 2%
2%
38%
27%
31%
Employee’s Education Background
S3/Post Graduate
S2/Graduate
S1/Under Graduate
D3/Diploma
SLTA/High School
SLTP/Secondary School
SD/Elementary School
12%
24%
23%
41%
Employee's Age Composition
<30
31-40
31-50
51-56
Other Condition 2005-2010
•The construction of double-rail in Jabodetabek hasn’t finished
•Just serve Java and Sumatera island
•haven’t met the company’s vision and mission
• No barrier between regulator and operator in
railways industry in Indonesia
Key Internal Problems
8 Stage of Leading Change
Establishing a Sense of Urgency
Creating Guiding Coalition
Developing Vision & Strategy
Communicating The Change Vision
Empowering Broad Based Action
Generating Short Term Wins
Consolidating Gains and Producing More Change
Anchoring New Approaches in The Culture
1 2 3 4 5 6 7 8
Establishing Sense of Urgency
Ways to Raise Sense of Urgency Implementation Sample PIC
1. Show the critical condition faced to the top management
Show the data about the deterioration and shortage which should be improved
Accident data On-time
performance data Infrastructure and
facility data Financial data
CEO
2. Set high target that should be achieved
Set profit target, productivity target, safety target, and customer satisfaction target
On time
performance
increase to 95%
Accident level
decrease by 70%
CEO
3. Stop performace measurements based on functional goal
Set the KPI based on company’s business performance
Use KPI based according to Balanced Score Card
Director of Human
Resources
1 2 3 4 5 6 7 8
Establishing Sense of Urgency
Ways to Raise Sense of Urgency Implementation Sample PIC
4. Show customer satisfaction data and company’s image to all stakeholders
Use small group to respond available data
Use Quality Control Circle (QCQ)
Director of Marketing
5. Make discussion forum about the company’s weakness, avoid adorn the news
Top management should facilitate monthly discussion about the company’s current condition
Monthly discussion forum
Coalition Team
6. Inform all employee with information about opportunities and profit in the future if they change
Explain about opportunities in the future on routine discussion
Utilize the monthly discussion forum
CEO and Director of Human Resources
1 2 3 4 5 6 7 8
Establishing Sense of Urgency con’t
The Parties that should be involved in creating the coalition :
• CEO
• BOD (Board of Director) • Senior area manager with ability to articulate vision and have experience
and ability to spread change
• Expert, professional and other parties (Dirjen Perhubungan, Employee Representative)
• Customer Representative
STEP CREATING GUIDING COALITION
•Finding right person who have position power, expertize, credibility, leadership.
•Build trust •Develop goals
1 2 3 4 5 6 7 8
Creating the Guiding Coalition
STILL USING their Vision
VISION : “To become the best railways service provider focusing in customer
service and to fulfil stakeholder’s expectations.”
Strategy
Improvement in 4 pillars : Safety, On Time, Service, and Convenience
1 2 3 4 5 6 7 8
Developing Vision and Strategy
1 2 3 4 5 6 7 8
Communicating the Change Vision
Source: Choosing Strategy for Change. by John Kotter and Leonard A. Schlesinger.
Harvard Business Review 2008
Vision Structure Focusing on customer service In reality, PT.KAI put its focus on railways
operation Fulfill the stakeholder’s expectation But, low productivity resulting in high cost.
This is caused by high operational expense
of the company
GAP : VISION and STRUCTURE
IMPLEMENTATION
Providing Training Needs
To perform improvement, training is needed. Synchronizing System with Vision
the role of Human Resource Development which is brave and assertive in providing leadership needed to change the system to become congruent with PT.KAI’s company vision.
1 2 3 4 5 6 7 8
Empowering Broad-Based Action
Generating Short Term Wins
• Accident rate of train decrease by 70% in 1 year
• Human factor as the main cause of the accident decrease
to 10% from 33%
• On Time performance increase to 95% in 1 year
•Employee composition who aged more than 50 decrease by 30%
in 1 year
•Employee who have D3 educational level, increase by 15% in 1 year
•Net Income growth 200% from the previous period in 1 year
•Giving bonus to best employee every month in 1 year ahead
•Customer satisfaction increase to 90% in 1 year
1 2 3 4 5 6 7 8
Generating Short-Term Win
Quick wins are only the beginnings of what it is needed to be done to achieve long-term change. So put in place a Human Resources change project in Pt KAI needs quick wins, but not only : the management will have to build on these first success and improve continuously its human resources management.
1 2 3 4 5 6 7 8
Generating Short-Term Win
1 2 3 4 5 6 7 8
Consolidating Gains and Producing
more Change
IMPLEMENTATION
• It will be necessary to put in place regular meetings to take stock of the
situation and develop new projects on this basis: on areas which still need to be
changed or on improvement areas identified
• Put in place employees' surveys : launch an employees' survey.
Moreover, the management and change actors will have to come to meet
the employees for informal discussion and interview.
NEW CULTURE
“CUSTOMER ORIENTED CULTURE”
Customer satisfaction is the main factor we should pay attention to
“EMPLOYEE DISCIPLINE CULTURE”
The whole employee obey the rule and also obey to give maximum service to the customer
1 2 3 4 5 6 7 8
Anchoring New Approaches in New Culture
THANK YOU