A methodology for managing system change- Applied to an airline developing a safety performance management system
2012 (English)In: 11th International Probabilistic Safety Assessment and Management Conference and the Annual European Safety and Reliability Conference 2012, PSAM11 ESREL 2012: Volume 6, 2012, 5025-5034 p.Conference paper (Refereed)
The main object of the MASCA project is to develop and deliver a capability for managing change across the air transport system. The project has a primary focus on the transfer of change management capability into the organisations that are responsible for change. The knowledge base for the project are several earlier projects; these have identified the need to develop a new human factors model which include the human as part of the functional system, enabling the operational process to deliver its outcome supported by the relevant organizational processes. It is also developing an integrated system for managing change, performance and risk in safety critical systems. The MASCA change framework is organized around several dimensions: strategy, process, competence, integration, agency and analysis. MASCA takes an action research approach; thus the work programme is organised around the two complementary objectives of developing a change management system and deploying that system to support the dimensions of change in the model in specific change initiatives. The MASCA project seeks to optimise the benefits of collaboration within and between organizations as well as between case studies and partners in the project and finally between academia and business. It is powerful in being fully engaged in the operation and its management in real time, with real consequences following from the degree of success of the change initiative. In this paper one of the MASCA case studies, as developed so far, is presented. This concerns the development of a roadmap for integrating the MASCA model and change management system into the ongoing development of safety performance management in the safety department, in parallel with the company-wide on-going Lean implementation. The main challenge and achievement has been to translate theory into practice and to support the industrial partner in transferring this into its own development aligned with the company goals and strategies.
Place, publisher, year, edition, pages
2012. 5025-5034 p.
Aviation, Change, Change process and lean, Performance management, Safety
Engineering and Technology
IdentifiersURN: urn:nbn:se:kth:diva-118379ScopusID: 2-s2.0-84873189238ISBN: 978-162276436-5OAI: oai:DiVA.org:kth-118379DiVA: diva2:606148
11th International Probabilistic Safety Assessment and Management Conference and the Annual European Safety and Reliability Conference 2012, PSAM11 ESREL 2012, 25 June 2012 through 29 June 2012, Helsinki
QC 201302182013-02-182013-02-182013-02-18Bibliographically approved