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PT KERETA API INDONESIA (Persero)CHANGE MANAGEMENT
Clelie AlbertFath Ade SuryaIskandar MudaIvan Immanuel
Kresna SatriaObaja 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
MISSIONConducts 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 Environment2005 -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. KAI2005 -2010
2008 20090
10
20
30
40
50
60
70
80
90
32 %
31%
81%78%
ON TIME PERFORMANCE
ARRIVAL ON TIME (PERCENTAGE)
DEPARTURE ON TIME (PERCENTAGE)
OPERATIONAL CONDITION
2005-2010
2005 2006 2007 2008 2009
ACCIDENT NUM-BER
102 116 159 147 90
VICTIM NUMBER 36 50 31 45 57
105090
130170
NUM
BER
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%
24%
41%
Employee's Age Composition
<30
31-40
31-50
51-56
HUMAN RESOURCES
CONDITION 2005-2010
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 PIC1. Show the critical condition faced
to the top managementShow 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 PIC4. 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 8Communicating the Change Vision
Source: Choosing Strategy for Change. by John Kotter and Leonard A. Schlesinger.
Harvard Business Review 2008
Vision StructureFocusing on customer service In reality, PT.KAI put its focus on railways
operationFulfill 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 NeedsTo perform improvement, training is needed. Synchronizing System with Visionthe 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