School of Engineering, RMIT University, Melbourne, VIC, Australia
Corresponding author: Boyd A. Nicholds, School of Engineering, RMIT University, Melbourne, VIC, Australia. Tel.: +61 3 9925 6279; E-mail: [email protected].
Abstract: No decision maker willingly sets themselves up for failure. However, when introducing new operations or making changes to existing operations, there is little chance of success if targets are set too high without considering the company’s capability. An executable model using a capability score integrated with the performance and anticipated value has been proposed to assess the likelihood of success and failure of meeting performance gain targets from improvements for new aviation operations development. The method indicates to companies when and where their capability needs to be adjusted. This alleviates the problem aviation services providers have when they embark on operations improvement initiatives with an organisational setup that limits their chance of success. By matching the performance targets for operations improvement projects to organisational capability score, a higher hit-rate of success to change can be achieved.
Keywords: Process improvement, process improvement capability score, performance indicators, risk assessment