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Making it Real Impact on People

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Making it Real Impact on People – PowerPoint PPT presentation

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Title: Making it Real Impact on People


1
Making it RealImpact on People
  • Gaby Doebeli
  • Process Design Adviser, QR

2
Forward
  • The presentation will cover QRs journey of
    transforming from a silo orientated to a process
    centric organization.
  • The vision, strategies and programs put in place
    to manage the organisational change and support
    provided to QR staff in the transition.  
  • A reflecting case study that will provide no set
    formula, only a possible pathway and lots of
    learnings and growth on the level of the
    individual and the organisation.

3
Overview
  • Introduction to QR
  • Identifying QRs Potential
  • Releasing QRs Potential
  • QR Transformation

4
Introduction to QR
5
Our History
  • 141 Years
  • 1865 Started out with engineering practices and
    workforce from England
  • 1880 to 1900 QLD progressed in its own individual
    manner
  • Link between the coastal ports and hinterland
  • Sea travel dominated railway travel
  • Support Mining Agriculture
  • 1890 depression put a stop to rail building
  • 1902-1920 construction into agricultural and
    dairying districts (timber)
  • 1930-1941 expansions
  • 1941 war came to QLD major role for railway
    workers in the defence of Australia
  • 1950 Modernisation of rail began (new
    diesel-electric locos, new buildings, new
    passenger wagons)
  • 1960 Develop mining, rebuild or upgrade
  • 1979 electric trains electrification
  • Ongoing modernisation and further investments for
    another 2 billion, 800 m dedicated track
    upgrade to meet competition

6
  • One of Australias largest transport providers
  • Government Owned Cooperation (GOC)
  • 2 billion a year
  • Operates 900 train services per day
  • Move of more then 400 000 tonnes of freight
  • Approx. 160 000 Passengers per day
  • Open for competition on the 9,500km Network

7
Our Vision Mission
  • Our vision is PERFORMANCE
  • Our mission is to create value through delivering
    responsive, innovative, rail-based solutions for
    its customers and stakeholders.
  • Our goals over the next five years are
  • QR is recognised as a national leader in
    transport solutions with global reach.
  • Our shareholders value QR as a sound commercial
    investment. 
  • QRs people are recognised for service
    excellence. 
  • The Queensland Government values QR as the
    preferred commercial supplier for passenger,
    network and other rail services. 
  • Customers are able to achieve their
    sustainability outcomes through the use of QRs
    services and products.      

8
Our Customers
  • QLD Government (Capital Projects)
  • Anglo
  • Westfarmers
  • Incitec
  • Some of QRs Customers are
  • Queensland Transport (Translink)
  • BHP Billiton
  • Xtrata
  • Rio Tinto

9
Our Staff
  • 13,449 people
  • Senior Executives (13)
  • Middle Management (80)
  • 1706 Female (12.7), 11743 Male (87.3)
  • Illiterate staff
  • 791 Non English speaking staff (3.7)
  • Longest employment 50 years retired last July

10
Our Business
  • Freight Logistics Services
  • Bulk (10 mil tones a year of Grain, Minerals,
    Livestock, Sugar, Fuel)
  • Coal (157 mil. tones a year)
  • Containerised (50 Terminals in QLD,NSWVIC
    Logistics Supply Chain Mgt.)
  • Commuter Long-Distance Passenger Services
  • Traveltrain
  • Citytrain
  • Network Access Provision
  • Telecommunication Narrow, standard dual gauge
    rail network
  • Railway Network Access
  • Rail Specific Expert Services

11
Current Key QR Projects
  • SEQIPRail Program is part of QLDs 82 billion
    South East QLD Infrastructure Plan 2007-2026 for
    road, transport, water, energy, health, education
    and community infrastructure.
  • Deliver 28 new rail projects
  • 144km of new track, 44 new trains over 20 years
  • Coal Rail is in response to recent boom in
    resources required for coal infrastructure across
    QLD.
  • Capacity expansion Goonyella, Blackwater, Moura
    and Newlands systems
  • QR wins third construction contract in Hong Kong
  • QR completes Malaysian Training Project
  • QR to build longest train line in Queensland for
    21 years (Xstrata)
  • CRT Group awarded the Australian Freight
    Logistics National Operator Award.

12
QRs Expansion 2002-2007
  • 2002 sole remaining government rail freight
    operator in Australia
  • Purchase of Interrail
  • 2003 Interrail expands with 2nd coal haul
    contract in Newcastle-Hunder Valley region
  • 2004 operation of 5 container services weekly
    from Mel-Syd-Bne
  • 2005 QRN established to bring the freight teams
    together
  • 2005 QR wins BHP Billiton internationally
    tendered contract NSW.
  • 2005 QR invests in its coal future by adding and
    upgrading locos
  • 2005 QR signs with QNI (BHP Billiton) for Nickel
    business in NSW/QLD.
  • 2005 QR commences containerised freight services
    between Cairns and Melbourne six days a week.
  • 2005 QR purchases Melbourne based freight
    forwarded CRT Group
  • 2006 Interstate Freight terminal at Acacia Ridge
    won back
  • 2006 QR purchase of Western Australian based
    (above rail) freight haulier ARG.

13
Identifying Releasing QRs Potential
14
QRs Past Approach
  • QR had experienced BPI, QA, TQM, BPR initiatives
    in the past.
  • No link to strategic objectives
  • Initiatives start stop (Crisis Management)
  • Attitude Just another Fad or Buzzword
  • No enterprise wide coordination of improvement
    initiatives
  • Creates confusion, duplication of effort,
    frustration
  • Conducted in isolations (pockets of excellence)
  • Can create negative impact on others
  • Not driven from the top - Leaderless
  • No motivation and engagement for strategy
    deployment
  • No standard or commonly used frameworks or
    methods in place
  • No guidance and support
  • No real accountability
  • Lack of purpose
  • Staff not able to identify where they fit into
    the Bigger Picture
  • Lack of engagement
  • What is in it for the staff not identified

15
Why Change?
  • Drivers in 2002
  • 3rd party operators have access to rail network
    Required to Achieve Transparency (cost process)
  • Competition Possible loss of Market Share
  • Customer Feedback
  • Lack of Accountability Structure

16
How to get there-Planning Design?
  • 2002 Change Program
  • Board SE Planning Workshop to set
  • Clear Vision, Mission Objectives and Strategies
  • Selection of key processes and their pain points
  • Desktop research benchmarking on these current
    As-Is processes
  • Design of To-Be processes
  • Implementation Program established

17
How to get there-Implementation
  • Performance through People
  • Human Resource Management
  • IR
  • Strategic Communication Management
  • Performance through Business
  • Strategic Marketing Planning
  • Program Project Management
  • Relationship Management
  • Knowledge Management Intellectual Property
  • Assets Management
  • Business Process Management
  • Performance through Governance
  • Build the Governance Management Framework

18
Objective of Change
  • Transparency
  • Accountability
  • Profit

19
Milestones
  • People Program
  • Defined new values and behaviors
  • All staff involved (workshops, focus groups)
  • Leadership assessment and development Program
  • Designed new performance management framework
    (Review, Reward/Manage Unsatisfactory
    Performance, Develop)
  • Implement performance agreements for CEO Senior
    management linked to business performance (2004)
  • Implement new Integrated Strategic Planning
    Performance Process
  • Implement performance agreements for middle
    management linked to business performance (2005)
  • Performance Manage all staff (2007)
  • Workforce Capability Planning
  • Recruitment Selection
  • Business Program
  • Integrated Planning workshop (Board Senior
    Executive)
  • Defined Business Model
  • Designed Integrated Strategic Planning
    Performance process
  • Centralised IT budget
  • Business Reviews some improvement
  • Establish roll out of Program, Project
    Management Framework
  • Redefine core support in QR (modelled) HR, IT,
    Fin, Governance Lines of Businesses
  • Business Continuity Management
  • Governance Program
  • Review governance and policy framework

People are our greatest asset in an organisation
therefore it is imperative that this asset
supports the way we do business
20
Making it real
  • Lead from the Top
  • Provide clear direction Walk the Talk
  • Pick only the critical few
  • Alignment between programs
  • Study Tours (external)
  • Executive Briefing Sessions across State
  • Calls from CEO
  • Value Teams (cross functional teams)
  • Communities of Practice (across business)
  • Case Studies and Storytelling
  • Performance Monitoring
  • Reward Recognition

21
QRs BPM Concept
22
Requirements of BPM
  • BPM Infrastructure
  • Defined Process Reference Model
  • Defined Modelling standards (layers)
  • Defined BPM Frameworks Principals
  • Facilitate community of practice (Portal,
    Briefings, Forums)
  • Provision of Training (Business Architecture,
    BPR, Six Sigma, Process Modelling, Lean tools
  • Central Process Repository
  • BPM Services
  • Business Architecture
  • Assist in strategic planning process to link
    processes to organisational strategic objectives
  • Assist in the design of Portfolio, Program and
    Project Coordination across enterprise
  • Assist in defining and modelling core support
    processes (Value Chain)
  • Establish Process ownership, SMA and SME
  • Process Design
  • Establish common business improvement method
  • Facilitate Performance Measurement to link
    process performance and individuals performance

23
Learnings Growth
  • Individuals
  • Embed values behaviors in HR-select recruit
    and follow through
  • Performance Agreements linked to Business
    Performance
  • Leadership - Management has to walk the talk and
    follow through
  • Get the passionate people to lead the change
  • Consultants are able to trigger change but not
    able to lead and implement it
  • Understand the change process people go through
  • Development Training
  • Reward Recognition (cross functional teams)
  • Empower the front line
  • 360 degree feedback
  • Shared understanding of relationship of process,
    people and systems
  • Organisational
  • Importance of clear direction and focus
  • Simple business model to gain awareness and
    transparency prior to transforming QR
  • Where are we today (Maturity Assessment-Baseline)
  • Select the important few
  • Benchmark
  • Business Managers are the sponsors of Business
    Process Performance Improvement initiatives
    they are accountable for SMA SME to implement
    change
  • Alignment and Coordination in implementation
  • Two way communication briefings
  • Eliminate Turfwar Reward Collaboration across
    functions/processes BPM is about teamwork
  • Increase of discipline on operational level
  • I

24
Whats next?
  • QRs Transformation

25
What remains a challenge?
  • Further build BPM Capability
  • BPM people get snatched
  • BPM is the way we do Business, it is not a
    program or project
  • BP Community (Six Sigma, BPI, BPR, Lean) to build
    a link with Planner, HR and Finance communities
  • Performance Management Establish the Line of
    sight
  • Alignment - Connecting the dots
  • The central role of process in Org. Design is not
    yet embraced by all management.
  • Future design of QR from value chain to supply
    chain (business modelling)
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