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11 Task Performance 3 PDF

TNT Express is a global express parcel delivery company that has experienced growth since the 1950s. In the early 2000s, a new CEO implemented changes to transform the company into a more customer-centric organization. However, these changes negatively impacted customer experiences and employee performance. The company's many disparate IT systems also generated high costs. To address these issues, TNT Express mapped its existing processes to establish a global standard. It also empowered employees to create a graphical representation of logistical workflows to match to a more complex, efficient IT monitoring system. This would help prepare employees for a more complex work environment and improve the company's overall performance.

Uploaded by

Cristopher Rico Delgado
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
842 views

11 Task Performance 3 PDF

TNT Express is a global express parcel delivery company that has experienced growth since the 1950s. In the early 2000s, a new CEO implemented changes to transform the company into a more customer-centric organization. However, these changes negatively impacted customer experiences and employee performance. The company's many disparate IT systems also generated high costs. To address these issues, TNT Express mapped its existing processes to establish a global standard. It also empowered employees to create a graphical representation of logistical workflows to match to a more complex, efficient IT monitoring system. This would help prepare employees for a more complex work environment and improve the company's overall performance.

Uploaded by

Cristopher Rico Delgado
Copyright
© © All Rights Reserved
Available Formats
Download as PDF, TXT or read online on Scribd
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BM1708

TASK PERFORMANCE
TNT Express
TNT Express is a global express parcels company which offers time definite and day definite pickup and
delivery. It delivers an average of 4.4 million parcels, documents, and pieces of freight every week to over
200 countries worldwide. TNT’s origins date back after the Second World War in Australia in 1958.

In 1978, the growth of TNT really began to take off when it purchased County Express in the UK. TNT UK
continued to grow and offer new services and it became one of the most important contributing
businesses to the overall company performance. The culture of TNT was always described as
entrepreneurial with an emphasis on speed of action. This was further developed by the growth of the
company into a major player in the global express parcels market. The strength of the company was a
road and air network which connected the majority of the major economies. The different national
cultures and an entrepreneurial attitude created a successful but reactionary company.

Despite its milestone of success, TNT Express has experienced a major pitfall in 2004. With the
appointment of a new CEO, Marie Christine Lombard, her strategy was to change the company from a
traditional and entrepreneurial transport company to a global customer centric service based
organization. The advocacy of the new CEO will surely improve the overall performance of the company
in terms of logistics since it tries to adopt to the emerging needs of the market in a greater arena.
However, the result of the implemented change initiative does not reflect the goal. Major negative
feedback from customers bombard the management of the company. Some were saying that the changes
in the usual service do not serve its purpose because the shipment of items were relatively late or out of
deadlines. Others stated that TNT marketed itself as a global organization but variation in the way it
operated locally affected their experience. Most of the employees say that the change initiative affected
their performance since they are not prepared enough to face a more complex process in the shipment
of items. Another major reason for this problem was the number of disparate IT systems that tracks the
delivery and pick-up of items. This situation generated enormous maintenance costs and interface issues.
It was recognized that before TNT Express could implement a set of customer service or operational
systems that could be deployed globally, they needed a “common process.” The employees of the
company were relatively empowered and thus suggest that the company developed a graphical
representation of the different inflows and outflows of their logistical processes. Empowered employees
claim that after creating this representation, they will be able to match the existing IT systems to a more
complex system that would be efficient in monitoring the shipment and delivery of items. Therefore, the
CEO of the company decided that TNT, as a global organization, should map the existing processes and
agree to a global standard.

Follow the suggested outline below in answering the case study:


I. Background
a. It must include a brief summary of the organizational issue.
II. Statement of the Problem
a. How can TNT Express prepare their employees to a more complex work environment using
the 10-step model that lays the foundation for a quality culture? (Refer to Page 3 of 04
Handout 1.)

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BM1708

b. What type of total quality tool/continuous improvement method should TNT Express
employ in order to create a graphical representation of the different inflows and outflows
of their logistical processes? (Refer to Pages 1-14 of 09 Handout 1.)
c. How can ISO 9000 contribute in the overall improvement of TNT Express’ organizational
performance? (Refer to Page 1 of 11 Handout 1.)
III. Areas of Consideration
a. It must include details and facts from the case that contribute to the organizational
problem of the company.
IV. Alternative Courses of Action
a. It must contain at least (2) two courses of action for every point stated in the statement of
the problem. It must also present the advantages and disadvantages of each course of
action in resolving the organizational problem.
V. Recommendation
a. It must present the best course of action among the presented alternatives in resolving
each organizational problem.
VI. Management Lessons Learned
a. It must discuss the takeaways from the case and the relevant things that the company
should do or not do in order to avoid the given organizational problems.

Rubric for grading:


CRITERIA PERFORMANCE INDICATORS POINTS SCORE
Wrote a concise summary of the case, the areas of
Executive Summary consideration presented, and the alternatives 20
proposed for the case
Organization of Adhered to the correct outline and content was
20
Ideas organized in a clear and logical manner
Provided all necessary research and analysis in
Analysis 30
support of the statement of the problem
Proposed a well-thought and well-researched solution
Recommendation 30
to the case study
TOTAL 100

Reference:
Oakland, J. (2014). Total quality management and operational excellence. New York: Routledge.

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