=Paper=
{{Paper
|id=Vol-1439/paper4
|storemode=property
|title=Leading 20,000+ employees by a process-oriented management system - insights to process management at Lufthansa Technik Group
|pdfUrl=https://ceur-ws.org/Vol-1439/paper4.pdf
|volume=Vol-1439
|dblpUrl=https://dblp.org/rec/conf/bpm/KloppenburgKBB15
}}
==Leading 20,000+ employees by a process-oriented management system - insights to process management at Lufthansa Technik Group==
https://ceur-ws.org/Vol-1439/paper4.pdf
Leading 20,000+ employees by a
process-oriented management system
Insights to process management at Lufthansa Technik Group
Mirko Kloppenburg1, Janina Kettenbohrer2, Daniel Beimborn3, and Michael Bögle1
1
Lufthansa Technik AG, Weg beim Jäger 193, 22335 Hamburg, Germany
{mirko.kloppenburg,michael.boegle}@lht.dlh.de
2
University of Bamberg, An der Weberei 5, 96047 Bamberg, Germany
janina.kettenbohrer@uni-bamberg.de
3
Frankfurt School of Finance & Management, Sonnemannstr 9-11, 60314 Frankfurt am Main,
Germany
d.beimborn@fs.de
Abstract. As technical division of the Lufthansa Group, Lufthansa Technik and
its 30 subsidiaries have to fulfill a wide variety of legislative and normative re-
quirements. To demonstrate and ensure compliance with these requirements,
Lufthansa Technik introduced the process-oriented integrated management sys-
tem IQ MOVE and modeled a wide range of its processes in a plain and simple
to understand methodology. Primary target group of the system are the employ-
ees who shall find all relevant procedures quickly and easily. To achieve this
vision, the system is designed to increase involvement of all relevant roles (i.e.,
process owners, process architects, process managers, employees, and process
modelers) into the creation of the content. A complementary governance model,
the Framework for Assignment of Responsibilities (FAR+), enables a clear as-
signment of process management tasks and thus helps strengthen process man-
agement abilities and sustainability of their implementation. Based on
IQ MOVE, Lufthansa Technik is able to facilitate process standardization and
to lead 20,000+ employees around the world in a process-oriented way.
Keywords: business process management (BPM), process standardization,
BPM governance, integrated management system
1 Introduction
Since its first BPM activities in 2002, “Finding all relevant procedures quickly and
easily!” is the vision of Lufthansa Technik Group’s process-oriented management
system IQ MOVE and its acceptance is measured based on the acceptance of the sys-
tem by the employees. In the following, we are going to explain the underlying meth-
odologies and present insights into the functionalities and capabilities offered by the
system. The Lufthansa Technik Group is the technical division of Lufthansa Aviation
Group and provides aircraft maintenance, repair, and overhaul services to about 800
adfa, p. 1, 2011.
© Springer-Verlag Berlin Heidelberg 2011
44
customers all around the world. At its 30 world-wide subsidiaries, more than 20,000
employees are performing tasks such as aircraft overhaul, component maintenance,
and V.I.P. cabin completion. Basis for all aircraft-related tasks are the approvals by
the respective aviation authorities from currently 60 countries. To gain these approv-
als, Lufthansa Technik has to demonstrate compliance with international laws and
standards to the regulatory authorities. This is done based on a process-oriented man-
agement system called IQ MOVE, which was implemented within the last 10 years.
Today, IQ MOVE covers a wide range of processes from production as well as from
administration. In the beginning, the implementation project focused on modeling of
processes with relations to normative and legislative requirements, but in the mean-
time, also processes from areas such as human resources, controlling, and innovation
have been documented. Especially with regards to the acceptance of the system by the
employees, most efforts are directed towards production processes. Most prominent
are the repair and release-to-service of aircraft and aircraft parts processes which are
performed by about 12,000 mechanics all over the world. In IQ MOVE, documenta-
tion of these processes presents all relevant information for repair and release-to-
service (e.g., check of maintenance records, qualifications of employees, and record-
ing of release-to-service) and covers all necessary legal and normative requirements
in one system.
2 IQ MOVE
Prior to the implementation of IQ MOVE, compliance of procedures with internation-
al laws and standards was demonstrated by more than 360 PDF documents issued by
different departments and developed by about 250 authors across the company. These
documents varied from 2 to 120 pages, contained a huge number of cross-references,
described procedures from different points of view, and in addition, there was no way
to search within the content of all documents directly. Core idea of the new system
was to replace this documentation by a process-oriented, integrated management sys-
tem, which enables the organization to provide all relevant information for perform-
ing a task at a single place, taking all applicable norms, standards, as well as internal
and external regulations into account. To implement this idea, a web-based applica-
tion was developed in close cooperation with the future users of the system, especially
with employees from production such as aircraft mechanics and engineers.
Overall target of the IQ MOVE implementation was – and still is – to ensure the
“safety first” principle by providing all relevant information for the safe execution of
processes and educated decision-making to employees around the world.
2.1 Requirement and process management form the basis of IQ MOVE
Basically, the application consists of two major modules. A so called “Requirement
Management” is designed for the implementation of all relevant requirements such as
45
EASA Part-145, EN9110, and OHSAS 18001 1. Target groups of this area are authori-
ties, certification bodies, and auditors of customers. To build up the content of the
requirement database, internal Requirement Managers (1) document all applicable
requirements according to their general structure within the requirement database.
Therefore, the content is not simply copied into the system, but (2) all requirements
are interpreted into actionable tasks.
The second module of the system (process management) contains the processes of the
organization. All processes are modeled in a way, which is designed to be easily un-
derstood by all employees. Processes are stored in the Process and Document Data-
base of IQ MOVE.
To connect requirement and process management, tasks resulting from requirements
are (3) assigned to processes in the course of a so called conformity check by the
Requirement Managers and (4) integrated into processes by process modeling teams
(see section 2.5) before publishing of processes. Fig. 1 provides an overview of the
connection of these two areas.
Fig. 1. Processes and requirements are connected by tasks in IQ MOVE
2.2 Process Modeling in IQ MOVE
This integration of requirements is enabled by the application of a slim process mod-
eling methodology. This methodology consists of different modeling levels with in-
1
EASA Part-145 describes requirements to achieve and maintain the aviation authority ap-
proval as maintenance organization for aircraft and aircraft components in the EU area.
EN9110 describes requirements to a quality management system of the EN 9xxx family
with specific requirements towards aviation and aerospace maintenance organizations.
OHSAS 18001 describes requirements to an occupational health and safety management
system to eliminate or minimize risks towards employees.
46
creasing level of detail. The highest level of the “process world” – with lowest level
of detail – consists of process maps which allow structuring of processes from a pro-
cess-oriented organizational perspective. This structure can be detailed by several
levels of process maps, until a so called “process display” is reached. A process dis-
play always consists of six swim lanes which contain the roles and activities of the
process and provide an overview of the process flow and the interaction of the roles.
Every activity of the process is further explained by “info boxes” presenting detailed
information on how to perform the respective activity as well as providing additional
information on responsible roles, applicable IT systems, and related documents. These
activity-related documents form the lowest level of the documentation and provide the
highest level of detail by checklists, forms, examples etc.
Fig. 2. Four different level of details are used to describe processes in IQ MOVE
To provide a closer look onto the design of process displays in IQ MOVE, Fig. 3
shows a sample process. A swim lane consists of nine cells. The first cell is reserved
for the role which executes the respective activities placed within the remaining eight
cells. In addition to activities, these cells can also contain decisions. Finally, activities
and decisions are connected by solid or dashed arrows. Solid arrows describe the
standard workflow; dashed arrows are used to map optional connections. Roles, activ-
ities, decisions, and connections are the core elements of the modeling notation used
in IQ MOVE. In addition, two swim lanes at the bottom of the process depict up- and
downstream processes for navigation between processes as well as activity-related
documents for quick access of more detailed information.
47
Fig. 3. Example of a process display in IQ MOVE
This reduced modeling methodology is the result of several workshops with about
100 employees during the design phase of the IQ MOVE development. Target of
these workshops was to identify a style of process modeling which is easily under-
stood by employees. As a consequence, more complex modeling elements such as
operators, events, and interfaces where abandoned. Within these workshops, notations
such as UML 2 activity diagrams and Event Driven Process Chains have been evaluat-
ed. BPMN 3 was not available in 2002.
Not only the process maps, but a number of additional paths enable the users of
IQ MOVE to access the processes. Due to the assignment of roles to the structure of
the organization, visual organizational charts can be used to open up the processes of
specific roles. Also bookmarks enable direct access to frequently used processes as
well as documents and a search function makes it possible to look up information
throughout the whole process world. Based on the role-based modeling approach, it is
possible to limit content (e.g., within search results) to processes where a user is in-
volved in. Fig. 4 shows the interconnections of the different elements based on the
integration of roles and activities within the process database of IQ MOVE.
2
UML = Unified Modeling Language
3
BPMN = Business Process Model and Notation
48
Fig. 4. Interconnection of Elements in IQ MOVE
To explain the differentiation between management system documentation and opera-
tional information, Fig. 5 presents the characteristics of both information levels.
IQ MOVE focuses on generalized standard processes, i.e., the modeling of product,
customer, or location specifics is avoided. This specific information (e.g., detailed
technical documentation for the maintenance of all the different aircraft components)
is provided by operational systems (e.g., a document management system called eDoc
for the distribution of component maintenance manuals). Therefore, the detailed de-
scription of an activity contains a reference such as “Please perform the repair of the
component according to the applicable component maintenance manual in eDoc”.
Fig. 5. Differentiation between management system and operational documentation
49
2.3 IQ MOVE Editorial Process
Not only the processes from production and administration are described in
IQ MOVE, but also the way of how Lufthansa Technik is creating its process docu-
mentation is modeled in the system itself. Fig. 6 presents the process map of the edito-
rial process in IQ MOVE.
Fig. 6. Process map of the editorial process in IQ MOVE
The beginning of the process reflects the two areas of IQ MOVE. The process “Edit-
ing regulations in IQ MOVE” explains how to update the requirement database by
registering and revising all relevant requirements as basis for the subsequent conform-
ity check. In parallel, the process documentation is created as described in the two
processes “Editing IQ MOVE processes” and “Accepting processes in IQ MOVE”.
More details on how the processes are modeled and accepted will be presented in
Section 2.5.
Before publishing, all new as well as selected updated processes have to pass con-
formity check to ensure compliance with all applicable norms and laws. The conform-
ity check is split up into an internal and an external check. Internal conformity check
is performed by internal Requirement Managers. These experts are specialized in
interpretation and company-specific implementation of laws and standards. To
demonstrate compliance, tasks (which were initially created in the process “Editing
regulations in IQ MOVE”) are assigned to all relevant processes, content is integrated
into the process models, and a status “conformity confirmed” or “adjustment neces-
sary” is set. Only in case of a confirmed conformity check, processes can proceed
within the editorial process.
50
Most processes will be published right after successful completion of conformity
check, but for a number of processes, it is necessary to initialize an external conformi-
ty check by the Luftfahrt-Bundesamt (German aviation authority) according to a crite-
ria list.
The process “Updating public area in IQ MOVE” explains the weekly and monthly
activities for the publishing of processes in IQ MOVE. Finally, all IQ MOVE revi-
sions are archived for later reference (e.g., in case of an incident where it may be nec-
essary to review the former documentation at the point of time when the process was
performed).
The process map is completed by a support process for the translation of processes.
Target of this process is to make sure that all processes provide their information in
English and all mandatory languages of the respective organizations. Mandatory lan-
guages are defined for each legal entity according to local requirements. E.g.,
Lufthansa Technik AERO Alzey GmbH decided to provide processes in English only,
but in contrast, Lufthansa Technik AG agreed to provide processes in English and
German due to coordination with worker’s council.
2.4 BPM Governance according to Framework for Assignment of
Responsibilities (FAR+)
As basis for the operation and improvement of processes, an adapted version of the
Framework for Assignment of Responsibilities (FAR+) [1,2] was implemented to
enforce process governance in 2014. The underlying idea of the FAR+ concept is the
split of managerial responsibility into two general responsibilities. On the one hand,
the ‘process responsibility’ defines how employees are supposed to perform process-
es; on the other hand, the ‘disciplinary responsibility’ defines what employees are
supposed to do. Both responsibilities have to be defined for every position.
Core of the process responsibility is the Process Owner. According to a RACI classi-
fication 4, the Process Owner is accountable for process definition, improvement, and
overall coordination on the level of detailed processes. To execute process definition
and improvement, the Process Architect role is assigned to specialized employees
who will be responsible for these tasks. In addition, the Process Manager role is as-
signed to persons who will be responsible for inter-organizational unit coordination of
process execution within the different process instances (e.g., location-, customer-, or
product-specific process execution). The fourth role within the process responsibility
is the Process Domain Owner. This role can be assigned to different levels of domains
and sub-domains. It is accountable for the strategic direction of the processes and sub-
domains within the respective domain.
Within the disciplinary responsibility, the Line Manager is accountable and responsi-
ble for the process accomplishment of the assigned organizational unit. This includes
4
R = role is responsible for an activity, i.e., role performs an activity, A = role is accountable
for an activity, i.e. role is ultimately liable for an activity, C = role has to be consulted, I =
role has to be informed. In this example, only R (role is responsible for a task) and A (role is
accountable for a task) are applied.
51
organizational unit-specific budget fulfillment, assignment of roles to employees of
the organizational unit, coordination of target agreements, and personnel develop-
ment. In contrast to the theoretical FAR+ concept, Lufthansa Technik has not imple-
mented a separate role for the administrative management of the employee (e.g., sign-
ing of work contract), but integrated this responsibility into to the Line Manager role,
for the time being. The Line Manager role is assigned to managers of organizational
units of all hierarchy levels. Fig. 7 provides an overview of the roles.
Fig. 7. Roles of the Framework for Assignment of Responsibilities (FAR+) [1,2]
In addition to the roles, structured communication flows between the different roles
ensure smooth operations of processes, provide a platform for decision-making, avoid
unstructured escalation in case of dispute, and align process strategy (assigned to
process responsibility) with business strategy (assigned to disciplinary responsibility).
2.5 The Procedure of Process Modeling in IQ MOVE
To ensure applicability of process documentation, modeling of processes in
IQ MOVE is performed, according to the FAR+ concept, by three parties in joint
process modeling sessions. As first party, the Process Owner and/or Process Architect
shall be involved to represent the mandate of defining a process. As second party,
Process Managers and/or employees shall participate in process modeling sessions to
bring in the detailed expertise of real life process execution. As third party, a so called
Process Modeler moderates the process modeling session. The process modeler is
experienced in Lufthansa Technik’s process modeling methodology and has complet-
ed moderator trainings.
52
Fig. 8. Three parties participate in IQ MOVE process modeling sessions
Process modeling itself is initialized by the Process Owner. The Process Owner has to
contact the responsible Process Modeler to request a process modeling session. Gen-
erally, the Process Owner (supported by Process Architect) and Process Modeler shall
agree upon the scope, timeframe, and participants of a process modeling session.
Based on this information, the Process Modeler invites all relevant persons to a meet-
ing and models processes live in the system. The modeling of processes is often split
up to several sessions. But in the end, the Process Owner is requested to accept the
new process by a workflow in IQ MOVE.
2.6 IQ MOVE Operational Concept
To protect the investment into IQ MOVE and to further improve the system, the re-
view board of the implementation project requested a concept for the operations of the
system at the end of the project. As a result, the IQ MOVE Operational Concept as
shown in Fig. 9 was developed. Afterwards, operations of the system and the editorial
process were handed over to the Process Owner of the IQ MOVE system.
The concept is structured as a Plan-Do-Check-Act cycle. Core of the “Do” phase is
the process “Performing IQ MOVE editorial process” (5). This summarizes all pro-
cesses related to the editing of IQ MOVE content. To fuel this process, on the one
hand, it is necessary to train the editorial roles of the system (e.g., Process Modelers,
Requirement Managers) (4). On the other hand, user roles such as employees, manag-
ers, and process owners, but also external auditors have to be trained for the use of
IQ MOVE (6). In parallel to these core processes, the Process Owner of the
IQ MOVE Editorial Process cultivates the IQ MOVE community (3) by facilitating
the exchange of experience between the involved roles. For example all Process Mod-
elers are invited to a yearly “IQ MOVE Process Forum”. Target of this forum is to get
to know the other colleagues, to train Process Modelers with regards to changes in the
53
Editorial Process, and to identify ideas for the improvement of the system. The “Do”
phase is completed by processes to define activities for internal and external commu-
nication related to IQ MOVE (7) as well as processes to improve the IQ MOVE IT
application (8) and the IQ MOVE Operational Concept itself (9). Every two years, all
users of the system – i.e., participants of the IQ MOVE Editorial Process such as em-
ployees, Process Owners, Line Managers, and Process Modelers etc. – are asked to
provide feedback concerning the strength and weaknesses of IQ MOVE (10). Based
on this feedback, key result areas for the further improvement of the system are iden-
tified and measures for implementation of these improvements are developed. Finally,
these measures are presented to the Process Domain Owner and the senior manage-
ment of the process participants (i.e., Lufthansa Technik Board) for approval within
the “Act” phase (1). According to the decision of this committee, measures will be
implemented within the “Plan” phase (2).
Fig. 9. IQ MOVE Operational Concept
3 Lessons Learned
Results of the biannual IQ MOVE User Feedback indicate a constant level of ac-
ceptance by the employees, but it is still a challenge to ensure the IQ MOVE vision
“Finding all relevant procedures quickly and easily!” in daily work. In general, all IQ
MOVE User Feedbacks confirm that the implemented process modeling methodology
with its different levels of detail (i.e., process maps, process displays, info-boxes of
activities and activity related documents) and the reduced number of process model-
ing objects (i.e., roles, activities, and decisions) is easily understood and simple to
use. But due to the complexity of the real life processes, complexity of process docu-
mentation increases by time and Process Owners, Process Architects, and Process
Modelers continuously have to keep documentation as slim as possible.
54
The development and implementation of FAR+ was a measure derived from the re-
sults of the IQ MOVE User Feedback in 2011. Target of this measure was to
strengthen the already existing role of the Process Owner to ensure continuous im-
provement of processes, proper process accomplishment at all locations, and compre-
hensive training of process participants. First results of the evaluation of the FAR+
implementation confirm that the concept helps to improve the system with regards to
these aspects, but it is obvious that the simple assignment of the FAR+ roles does not
fully enable all employees to perform their roles according to the concept itself. Due
to this, additional workshop series have been started to especially support Process
Owners and Process Architects by offering a structured process operation concept.
This concept was developed based on the generalized IQ MOVE Operational Concept
and will be offered to all Process Owners within the next year. Core of this general-
ized process operations approach is a simplified process lifecycle which is supported
by BPM tools and methodologies.
With regards to the overall setup, auditors (e.g., EN9100/9110) distinguished
IQ MOVE as industry benchmark for the implementation of a process-oriented man-
agement system which is operatively used by 20,000+ employees and managers
around the world.
References
1. Kettenbohrer, J., Kloppenburg, M., Beimborn, D.: Driving Process Innovation: The Appli-
cation of a Role-Based Governance Model at Lufthansa Technik. In: vom Brocke, J.,
Schmiedel, T. (eds.), BPM – Driving Innovation in a Digital World, Management for Pro-
fessionals; pp. 275-286. Springer International Publishing Switzerland (2014)
2. Kettenbohrer, J., Beimborn, D., Kloppenburg, M.: Developing a Governance Model for
Successful Business Process Standardization. Proceedings of the 19th Americas Confer-
ence on Information Systems (AMCIS), Chicago (IL) (2013)
55