第二章 化学工艺基础

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1、Appendix:RolandBerger&Partnersuccessstory:Turn-aroundofLufthansaGermanAirlines-1-RestructuringLHcasestudy:Thestartingpoint-2-RestructuringThecriticaleconomicsituationofLufthansain1991and1992demandedradi-calandlastingmeasurestoguaranteethecompany’sfuturecompetitivenessSince1990theoperati

2、onprofitshadbeennegativeandhadcontinuedtoworsenTheintensityofcompetitionandextremecostpressurewereincreasingintheaviationindustryTheLufthansaboardthereforedecidedonaradical,three-stageprogramtoguaranteefuturecompetitiveness:down-sizingrestructuringrebuildingCasestudy3RestructuringThethree

3、-stagecompetitivenessprogramaddressedcriticalshort-termprob-lemsfirstbeforetacklingdeeperrestructuringCasestudyThree-stageprogramcapacityreductionsworkforceshrinkagecost-cuttingDown-sizingstructuralinnovationprocessinnovationRestructuringstrategicinnovationmarketinginnovationRebuilding4Re

4、structuringThedown-sizingandrestructuringstagesunfoldedinthreephasesCasestudyPhaseIII:ProcessoptimizationFocus:Continuingservice-andefficiency-improvementsMeans:Clearorientationtowardscriticalsuccess-factors,creationofemployeecommitmentthroughfurtherdecentralizationandbusinessreengineerin

5、gPhaseII:NewstructureFocus:Increasedmarketorientationthroughouttheentirevaluechain,CulturalChangeMeans:Newstructurewithfocusonentrepreneurshipandinternalcustomersupplier-relationsFocus:Shorttermcost-cuttingtoensuresurvivalMeans:anevenlyspreadcostreductionprograminalldepartmentsPhaseI:Turn

6、-arounddown-sizingrestructuring5RestructuringLHcasestudy:Aradicalturn-aroundwasthefirstpriority-6-RestructuringTurn-aroundphaseIwasmarkedbyshort-termcost-cuttingandaretreatfromunprofitablemarketsCasestudy-20%Numberofstaff-10%Numberofplanesinoperation-14%NumberofroutesTurn-aroundPhaseICons

7、ultantInputEvaluationofroutenetworkCoachingoftop-managementforpersonnelreductionIdentificationofothershorttermcost-cuttingopportunitiesCostreductionof400Mio.US$achievedin19937RestructuringTheresultsoftheturn-aroundphase:costsfellandproductivityroseCasestudy31%-15%Em