The Implementation of Telemaintenance - A study

Transcription

The Implementation of Telemaintenance
“A Study on Change Management with respect to the Naval
Maintenance and Support Agency”
Thesis
Master of Science
in
Asset Management Control
Student: Tom Stroop
Supervisor: Arjen Ros
© Tom Stroop
2012
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uitgave zou kunnen voorkomen.
De meningen, constateringen, conclusies en aanbevelingen vertegenwoordigen niet noodzakelijkerwijs de visie of
zienswijze van het Ministerie van Defensie.
Tom Stroop, 17/12/2012
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Change has a considerable
psychological impact on the
human mind.
.
To the fearful it is threatening
because it means that things may
get worse.
To the hopeful it is encouraging
because things may get better.
To the confident it is inspiring
because the challenge exists to
make things better.
King Whitney Jr
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Data student
Name: Ing. Tom Stroop
E-mail: [email protected]
Studentnr.: 00047951
University: Hogeschool Zeeland – HZ University of Applied Sciences.
Award: M.Sc. in Asset Management Control
Position: Officer of the Royal Netherlands Navy
Data scientific supervisor
Name: Drs. Arjen Ros
Company: Copernicos Group
Position: Consultant / Change agent
Data enterprise supervisor
Name: Ing. Marcel van den Berg M.Eng.
Company: Defence Materiel Organisation
Position: Maintenance Policy maker DMO – NL Ministry of Defence
Data course leader
Name: Dr. Ir. John Stavenuiter
Company: Asset Management Control Research Foundation
Position: Founder of AMC Research Foundation and course leader of AMC Master Course
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ACKNOWLEDGEMENTS
This thesis is the end product of almost four years of AMC study, of which I almost spent the
second half on this thesis. Although I never regretted starting this study, it wasn’t always
easy to find the right motivation. Especially in the masters phase the seemingly endless
amount of time needed to get a few pages ready could be discouraging. Luckily I didn’t have
to do it all on my own. Although more people helped me in one or the other way (for which I
thank them) I like to mention four people in specific.
First of all I like to thank my enterprise supervisor, Marcel van den Berg, who was my inspirer
for coming up with the research subject Telemaintenance. During the time I was working on
my thesis he greatly supported me with the English grammar of the report and with several
interesting and fundamental documents to establish writing on the subject Remote
maintenance and Telemaintenance in particular. Probably it helped that Marcel is a great
supporter of the subject of my thesis and envisions it as the future of remote maintenance for
the navy specifically and for defense in general.
Secondly my gratitude goes out to my scientific supervisor, Arjen Ros. Arjen, your sharp view
and good feedback made it possible for me to finish this thesis. The main subject of Change
Management has it offspring with your modules you’ve thought us during the course. It was a
pleasure for being your student and encouraged me to link the Telemaintenance subject with
Change Management issues. Your ability to give feedback in a convincing and easy to
accept manner helped me so much to reflect on my own reasoning and writing. Although this
was the first time you supervised a thesis I couldn’t have wished for a better supervisor.
Thanks a lot!
Then someone I remembered from my naval college time in Den Helder and now in the AMC
course: Professor Willem van ‘t Spijker. Thanks a lot for guidance in the research methods
modules and the way you encounter students during the course. The discussions we had
about my subject and especially the feedback you gave on my research proposal. The
countless improvements on my research proposal, its style and reasoning undoubtedly
improved my thesis a lot.
Last but not least I like to thank my girlfriend and later my wife. Esther, you encouraged me
to start this study, but also motivating me to finish it.. All students who take up a study next to
their job have a challenge in combining the two. Esther facilitated my study at home in a way
this challenge was a far easier one.
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ABSTRACT
The Telemaintenance implementation implies processes of change in the NMSA. These
change processes consist of a change in work process for the maintainers, alternation of
financial allocations and budgets, recruitment and appointment of personnel, personnel
training and (re-) organizing of departments and identifying and solving organizational issues
related to this implementation (Meijer, 2010); (DMO/Beleid, 2010); (Stroop, 2010b). So, the
implementation of Telemaintenance can be seen as an organizational change.
Changing an organization is far more complicated than changing only the technical aspects
of an organization (Cameron and Quinn, 1999) by implementing a new technical system or
work process; it also means that the social and cultural aspects of an organization have to be
taken care of.
The primary aim of this thesis is to identify and address which Change Management
approach(es) will support the Telemaintenance implementation within the NMSA. The
research question that is formulated for this thesis is: “How can change management
approaches facilitate the implementation of Telemaintenance within the Naval Maintenance
and Support Agency?”
The research approach that is applied consists of literature and field research to identify the
key concepts of Telemaintenance and the organizational and cultural implications that a
Telemaintenance implementation might have on the NMSA. Accordingly for identifying
different Change Management approaches and methods literature and field research will be
applied. Both, literature research and field research is carried out to achieve the aims of the
thesis. The literature review shall be divided into various sections in the thesis dealing with
the main areas of research.
After analyses of the primary research the research showed:

Learning and development from the work floor is possible and raises initiatives for
change ad hoc when the work floor needed it. Effective communication is established
by people with same background as the affected with cooperation of live models and
demonstrations.

The use and adaptation of formal processes (DMP process) must be met to realize
change in the NL MoD organization by introducing new technical systems with
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accompanying new ways of working. This process manage integral approach by
stakeholders who are obliged to cooperate, communicate and synchronize activities.
These outcomes must be joined together in a simultaneous program for implementing
Telemaintenance. A program where a formal project structure acquires and implements the
technical systems for utilizing Telemaintenance and on the other hand starting a change
program where the new way of working is implemented with participation of employees and
stakeholders.
Designing
Diagnosing
Implementing
Project
Element
DMP-A
DMP-B
DMP-C
DMP-D
Telemaintenance
Communicate
Common motive
Change
Element
Identify
Change
Capability
Set up
intervention
plan
Focus on people
and on the process
of change
Change Architecture
Change approach based on simultaneous tracks of Planned Change and Organizational Development for
implementing Telemaintenance within the NMSA.
The research observations imply that a combination of planned change approach with
Organizational Development methods seems to be the most fruitful option. The approach is a
planned change program lead by and directed by management with Organizational
Development methods led to a simultaneous change approach for this project that
distinguished between a change element and a project element. These two elements shall
be on separate but simultaneous tracks initially, but are supposed to merge during the
course of the change project.
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The project element shall work on the organization design, the procedures, the work
standards and the supporting ICT systems. It is structured as an engineering project with set
deadlines and milestones and specific design targets while people work in a strict hierarchy.
The change element will feed the project element with the information needed to develop the
design of the Telemaintenance system in hardware, center lay-out and new work processes.
The change element features a program of Organizational Development-type interventions,
which are based and take into account the Change Architecture of Carnall.
The Change Architecture is established by learning from the successes and failures of two
defense case studies and experiences from defense related companies and suppliers. Also
the change capability of the NMSA is taken into account of the architecture where
synchronization with the Defence Materiel Process is made. Recommendations are made
how to organize the Change Architecture and comprise the following recommendations:

Create a formal input in the DMP process where initiators of innovation and initiatives of
the work floor are established.
NL MoD
organizational

As part of the DMP process create a business case for informing and develop
sponsorship of higher management of CDS/DOBBP, DMO and the affected Operational
recommendations
Command.

The exploitation of doing maintenance and giving support of operational units must be
under responsibility of one stakeholder.

background, culture and ‘speaking the same language’ as the affected employees.
NMSA organizational
recommendations
Get up the implementation team of Telemaintenance with members who have the same

The technical infrastructure must already be in place in front of the change element
during the implementation.

Develop and implement performance indicators of the Telemaintenance system.

Establish board level accountability of the implementation.

Use the Prince2 project management method for introducing the new system. This
project management method will fit on current organizational processes and accelerates
the implementation

Apply job rotation for (shore) employees. This to develop broad knowledge and get
experience with coping of changing environments.

The Telemaintenance change implementation will resonates several change initiatives
within the Operational Command. Set up Program management to coordinate these
changes.

members of the Telemaintenance Implementation team.
Telemaintenance
Implementation team
recommendations
Start training courses with themes of Change Management topics. Train the team

Create a communication plan for the implementation team who can use a demonstration
model for convincing people in the new way of working.

Give experienced (older) employee a significant (technical) role in the implementation
part and during exploitation of Telemaintenance.
Overview of recommendations when implementing Telemaintenance within the NMSA.
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TABLE OF CONTENTS
ACKNOWLEDGEMENTS ..................................................................................................... 7
ABSTRACT .......................................................................................................................... 9
TABLE OF CONTENTS .......................................................................................................12
INDEX OF ILLUSTRATIONS ...............................................................................................15
1
2
3
Introduction .................................................................................................................17
1.1
Problem Statement ...............................................................................................21
1.2
Research Subject..................................................................................................22
1.3
Research Aim .......................................................................................................23
1.4
Research Objectives .............................................................................................23
1.5
The NMSA as dynamic field of Research ..............................................................24
1.6
Naval Maintenance and Support Agency ..............................................................24
1.7
General Research approach .................................................................................26
1.8
Purpose of Research ............................................................................................26
Methodology ................................................................................................................27
2.1
Research Questions .............................................................................................27
2.2
Approach ..............................................................................................................28
2.3
Methodology and data collection ...........................................................................28
2.3.1
Secondary Research .........................................................................................28
2.3.2
Primary Research .............................................................................................29
2.3.2.1
Quantitative Research (Survey) .................................................................29
2.3.2.2
Qualitative Research (Interviews) ..............................................................29
Literature Study ...........................................................................................................33
3.1
Telemaintenance ..................................................................................................33
3.1.1
Developing Added Value ...................................................................................33
3.1.2
Telemaintenance Activity Processes .................................................................36
3.1.3
Current use of remote maintenance techniques within the RNLN ......................37
3.1.4
Future developments ........................................................................................37
3.1.5
The Operational Domain of Telemaintenance ...................................................38
3.1.5.1
The Maritime Task Field ............................................................................39
3.1.5.2
Future Operational Naval Profiles ..............................................................39
3.1.5.3
Levels of Maintenance ...............................................................................40
3.1.5.4
Operational Circumstances .......................................................................41
3.1.5.5
States of Readiness ..................................................................................42
3.1.5.6
Battle Damage Repair ...............................................................................43
3.1.5.7
Defense Logistic Policy Framework ...........................................................44
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3.1.6
3.2
Change Management............................................................................................48
3.2.1
The Change Process ........................................................................................50
3.2.2
Types of Organizational Change .......................................................................50
3.2.3
Defining issues of Change Management ...........................................................52
3.2.3.1
Organizational Culture ...............................................................................52
3.2.3.2
Mission and Vision of the Change .............................................................53
3.2.3.3
Leadership in times of Change ..................................................................54
3.2.3.4
The Change Implementation .....................................................................54
3.2.3.5
Change Architecture ..................................................................................55
3.2.4
4
Conclusion of Operational Domain conditions ...................................................47
Organizational Change within the Netherlands MoD .........................................59
3.3
NMSA Research Environment ..............................................................................61
3.4
Recapitulation of Literature Findings .....................................................................65
Primary Research Results ..........................................................................................67
4.1
Field Survey ..........................................................................................................67
4.1.1
Organizational Culture of NMSA .......................................................................67
4.1.2
The Organizational Culture Assessment Index (OCAI) ......................................67
4.1.3
Results of the OCAI test ....................................................................................69
4.1.4
Conclusion of NMSA Change Conditions ..........................................................70
4.1.5
Survey ...............................................................................................................71
4.1.6
Change Architecture as structure for Survey .....................................................72
4.1.7
Selection of the participants ..............................................................................72
4.1.7.1
Wärtsilä .....................................................................................................72
4.1.7.2
Imtech Marine & Offshore ..........................................................................72
4.1.7.3
Thales Naval Systems ...............................................................................73
4.1.7.4
Tedopres International...............................................................................74
4.1.8
4.2
Results from quantitative research (Survey) ......................................................76
Interviews..............................................................................................................81
4.2.1
Introduction of the case studies .........................................................................81
4.2.2
Action Research ................................................................................................81
4.2.3
Selection of Case Participants...........................................................................82
4.2.3.1
Case Remote Online Condition Monitoring - RNLN ...................................82
4.2.3.2
Case Fennek vehicle Maintenance Modernization Program - RNLA..........83
4.2.4
Interview techniques .........................................................................................84
4.2.5
Interview circumstances ....................................................................................84
4.2.6
Results from qualitative research (Interviews) ...................................................86
4.3
Review of Primary Research .................................................................................93
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4.4
5
Conclusions and Recommendations .........................................................................98
5.1
Conclusions ..........................................................................................................98
5.2
Research Questions .............................................................................................99
5.3
Concluding Answer .............................................................................................109
5.4
Recommendations ..............................................................................................110
5.4.1
Recommendations originated from Primary Research Results ........................110
5.4.2
Recommendations originated from Change Capability of the NMSA ...............111
5.5
6
Recapitulation of Primary Research Learning Outcomes ......................................96
Recommendations for further Research ..............................................................112
Review of the Research ............................................................................................114
6.1
Reflection on Research .......................................................................................114
APPENDIX A LITERATURE REFERENCES .....................................................................116
APPENDIX B OCAI TEST NMSA ......................................................................................122
APPENDIX C QUESTIONNAIRE, REASONING AND ANSWERS ....................................125
APPENDIX D DESCRIPTIVE INTERVIEW RESULTS .......................................................133
APPENDIX E STAKEHOLDER ANALYSIS ......................................................................141
APPENDIX F DEFENSE MATERIEL PROCESS ..............................................................144
APPENDIX G ANALYSES OF CHANGE CAPABILITY NMSA .........................................145
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INDEX OF ILLUSTRATIONS
Figure 1: Integration complexity vs. manning (Slot, 2012).
Figure 2: Trends in crew reduction (Westermeijer et all, 2003).
Figure 3: Maintenance process without and with Telemaintenance (Kolski and Millot, 1993).
Figure 4: NMSA organizational structure.
Figure 5: Research methodology model based on the ‘organizational iceberg’.
Figure 6: Overview of the Quantitative Research.
Figure 7: Overview of the Qualitative Research.
Figure 8: Augmented Reality capability in supporting local engineer by projecting 3D images in real environments (BMW
Augmented Reality Workshop, 2011).
Figure 9: Dutch naval ship in Readiness state 1 – state were Battle Damage Repair is implemented.
Figure 10: ‘The Organizational Iceberg’, representing the formal and informal organization (French and Bell, 1999).
Figure 11: Change implementation framework adapted from Carnall’s Change Capability Framework (Davis, 2012).
Figure 12: The Pros & Cons of NMSA changeability (DMO/Beleid/Matlog, 2008).
Figure 13: The Pros & Cons of RNLN changeability (DMO/Beleid/Matlog, 2008).
Figure 14: The four quadrants of the OCAI test based on the Competing Values Framework (Cameron and Quinn, 1999).
Figure 15: Naval Maintenance and Support Agency OCAI profile of the present culture.
Figure 16: The Thales Integrated Mast product range (Thales Naval Systems, 2011).
Figure 17: Camera device who recognize object and displays desired information in combination with Augmented Reality.
Figure 18: Model for analyses in biased or unbiased information during Action Research.
Figure 19: Example of observations form where Success, Failures, Observations and Interpretations are recorded during
interviews.
Figure 20: Change approach based on simultaneous tracks of Planned Change and Organizational Development for
implementing Telemaintenance within the NMSA.
Figure 21: Telemaintenance Change resonance towards stakeholders.
Figure 22: Onion model of Stakeholder analysis Telemaintenance.
Figure 23: Change implementation framework; the areas of concern when implementing Telemaintenance within the NMSA.
-------------------------------------------------------------------------------------------------------------------------------------------------------------------------Table 1: Levels of Maintenance according to the Netherlands MoD (DMO/Beleid, 2008).
Table 2: Overview of States of Readiness applicable for RNLN (ACZSK DOST/CCO 250.2B, 2009).
Table 3: Step model of Change Lewin, (1951) vs. Carnall (2004).
Table 4: Classification of maintenance levels within the RNLN (DMO/Beleid, 2007).
Table 5: DMP process incorporated into Change Architecture of the NMSA Telemaintenance implementation.
Table 6: Overview of recommendations of Primary Research.
Table 7: Overview of Defense Materiel Process phases.
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1 INTRODUCTION
Many companies and organizations with production capacity increasingly stress the
importance of effective maintenance (Egemin Vadeo maintenance consultancy, 2011). They
see maintenance no longer as a necessary evil, but as an essential functionality within the
company or organization. Maintenance is, by rapid technical developments, not easier, but it
is becoming even more critical (Pintelon, van Puyvelde, 2009).
As a result, it has a very quickly development into an independent, professional discipline
with specific knowledge (Egemin Vadeo maintenance consultancy, 2011). The traditional
service technician is transformed into a maintenance specialist. His knowledge must remain
constantly up to date to cope with increasingly complex installations, new working methods
and advanced maintenance resources. For modern maintenance the need for extensive
training and constant additional education is required and is seen by organizations as a
problem. This is very time consuming and costly.
A second problem is that within many companies and organizations a shortage of
maintenance staff is identified (Zandvliet, 2009). New maintenance staff is difficult to recruit
and existing staff is ageing. An important reason for this is the bad image working in the
technical field has. Many young people today have little affinity with technique and they see a
job in the maintenance working field not as a challenge (de Koning and Gelderblom, 2008).
These reasons are the fundament of a deficit of 70000 technical engineers in The
Netherlands in 2010 (Arbeidsmarkt en Opleiding Metalektro).
The above mentioned problems in the maintenance world accelerate investments in other
possibilities or alternatives in doing maintenance. The most important examples are
cooperation in maintenance and outsourcing of maintenance (Egemin Vadeo maintenance
consultancy, 2011). This concerns not only the execution of maintenance functions, but also
maintenance knowledge. This will give companies and organizations more focus on their
core business, securing necessary maintenance knowledge and accommodate better the
lack of skilled technical staff.
The developments in the field of maintenance in the civil area are also noticed in the Royal
Netherlands Navy (RNLN) and especially within the Naval Maintenance and Support Agency
(NMSA), the in-company dockyard of the Defense Material Organization (DMO). Maritime
military assets are becoming more technical complex and increasingly integrated
(DMO/Beleid, 2009a); (Tinga, 2010); (Meijer, 2010); (Slot, 2012) see figure 1. As a result,
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they require more complex and more specialized maintenance efforts. Also naval assets are
and will be increasingly deployed globally in highly varying circumstances (DMO/Beleid,
2009a); (Tinga, 2010), which ensures an increase of maintenance effort.
Figure 1: Integration complexity vs. manning (Slot, 2012)
Finally, availability of technical staff for maintenance onboard Dutch naval ships is becoming
less (Knaap,van der, 2006); (Westermeijer et all, 2003). This is partly caused by the reduced
manning concept. The concept of reduced manned ships is an increasing trend, see figure 2,
and has according to Tinga (2010) the consequence of the increase of ‘military’ tasks (such
as extensive guard duties and general ships tasks) performed by the technical crewmembers
instead of focusing only on corrective and preventive maintenance activities of the technical
systems onboard ships. A disadvantage of lean manned ships is general skilled personnel
(Westermeijer et all, 2003).
Figure 2: Trends in crew reduction (Westermeijer et all, 2003)
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A major reason for reduced manned ships is the difficulty the RNLN have to recruit sufficient
technical staff, to qualify and retain them. RNLN is in the eyes of potential employees not an
attractive employer regarding the technology used onboard ships. Consequently, the number
of technical job applicants for years is too low (Karremann, 2009). As a result, the
maintenance processes onboard the ships are under increasing pressure. This can cause
that the RNLN is not able to deliver their core activities within the operational level of
ambition.
According to the Vision on Maintenance Policy (DMO/Beleid, 2009a) of the Netherlands
Defence Material Organization (DMO) giving the operational assets its required availability,
more investments and attention in the acquisition phase of new build projects must take
place for the following:

Modularization of equipment, through application of the open systems architecture at
the design;

Use of modern techniques like BITEs, remote diagnostics, digital voice and data
connections, apply situation-dependent maintenance and associated monitoring and
forecasting;

Improving the organization of the maintenance function.
To maintain the maintenance level of ambition (and therefore the operational level of
ambition) now and in the future, further demands of innovative maintenance concepts is
needed. These concepts, or methods, are addressed and described by the Maintenance
Policy department of DMO (DMO/Beleid, 2010), with the specialized Material Logistic
regulation document on remote maintenance within the Dutch Ministry of Defense. The four
mentioned methods are:
1. Remote condition monitoring;
2. Remote diagnosing of disorders;
3. Remote (software) recovery;
4. Remote support of local maintainer, called Telemaintenance.
The latter method (Telemaintenance) will incorporate all methods ranging from 1, 2 and 3
and will establish and support the operational level of ambition. The Telemaintenance
method is based on the principle that centralized maintenance expertise is available outside
the operational area, see figure 3:

The local maintainer on site asks directly support with an expert (remote) using ICT
tools, and visualization systems;
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
The local maintainer is guided through indications of a local expert/diagnostic system,
and solves the malfunction.
Figure 3: Maintenance process (a) without and (b) with Telemaintenance (Kolski and Millot, 1993).
The definition that is used for Telemaintenance is founded by the DMO: "An information and
knowledge-based transfer process where maintenance information and maintenance
expertise takes place between two systems, individuals and systems and individuals, through
ICT with the purpose to obtain the status of local systems either influence the status, directly
or by advising/supporting of the local maintainer" (DMO/Beleid, 2010, Richtlijn Matlog
‘Instandhouding op afstand’). This definition shall be the reference for the term
‘Telemaintenance’ that is used in this thesis.
Telemaintenance as a method consists of three levels (DMO/Beleid, 2010):
1. The first level is for experienced generic trained engineer who is supported by an
expert on distance for the specific object for incidental questions.
2. The second level is the engineer who is trained basically and must be supported for
the entire search, and restores activities by shore.
3. The third level is the level where the military without technical knowledge and training,
using the aforementioned ICT resources and visualization systems, can perform
maintenance operations by support from the shore.
Another effect of using Telemaintenance in a maintenance organization is under exposed in
formal documentation of DMO, namely the positive effect on reducing associated costs of
doing and facilitating maintenance, validating equipment performances and improving the
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availability of (sub-) systems (Van, 2010), (Crespo-Marquez and Iung, 2008). § 3.1 will
describe more on these effects and its organizational consequences.
1.1
Problem Statement
According to the Policy department of DMO (2010) Telemaintenance will require the most
organizational changes of the four mentioned remote maintenance methods.
The Telemaintenance implementation implies processes of change in the NMSA. These
change processes consist of the following: a change in work process for the maintainers,
alternation of financial allocations and budgets, recruitment and appointment of personnel,
personnel training and (re-) organizing of departments, identifying and solving organizational
issues related to this implementation (Meijer, 2010); (DMO/Beleid, 2010); (Stroop, 2010b).
So, the implementation of Telemaintenance can be seen as an organizational change.
In mainstream change literature (Boonstra, 2004) resistance is seen as an inevitable and
natural behavioral reaction to organizational change. This individual psychological behavior
has been explained by fear, low motivation, and preference for stability, security and
defending own interests. The organization responsible for this implementation will have to
deal with this kind of expression of concern, to recognize and to be responsive in the right
way. Some backgrounds of resistance to change are work habits and routines, the
application and use of technologies and cultural values developing over time.
Buelens and Devos (2004) stated that there are three major causes for change failures: first,
some organizations fail to see that their environment is changing. Second, one can apply the
wrong strategies in view of the organization environment. Third, even the correct assessment
of the environment and the selection of the correct strategy can lead to change failure. The
fundament of these failures is that change is often implemented top-down and no attention is
paid to behavioural change, while employees are called upon to adopt learning behaviour
and encouraged to be innovative and enterprising (Wierdsma, 2004).
To overcome the resistance to change and have a successful implementation of
Telemaintenance within the NMSA, management must focus on the architecture of the
change processes (Carnall, 2004). Change architecture is that set of arrangements, systems,
resources and processes through which we engage people in productive reasoning, aimed at
creating a new future. In short, it is how you plan your change. Carnall mentions several
aspects that are important to consider when change architecture is chosen. From these
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aspects, Doppler (2004) agrees with Carnall that the question what leads to change is
important. Doppler
suggests that
the necessity comes from
new environmental
developments and (internal) market demands. Hoebeke (2004) states that organizational
change is not about solving problems as stated above, but is about understanding and
dealing with dilemmas, for example between power and money. This is not an easy task, but
it is necessary and from the process you can learn. This learning will open up new
perspectives and possibilities for organizational change.
In order to facilitate a constantly changing organization the focus is therefore laid on
changing the organization into a so called 'learning organization' (Senge, 2006).
Conventional reactive approaches aim to react in an optimal way to changes that are forced
from the environment, like technological changes. In contrast hereof proactive models like
learning organizations moreover aim to anticipate change and to generate change from
within the organization and to be able to adapt to the environment.
The implementation of an remote maintenance technique or Telemaintenance concept will
always mean change to a certain extent of the organization, like the challenge of existing
culture, structure and processes. Therefore Organizational Change Management1 can play
an important role to help managing the transition. The degree of change depends on the
implementation strategy and the implementation strategy depends on the requirements
stated by the operator of the naval assets. To have a positive implementation of
Telemaintenance requisites that operational requirements must be clear and that the
organization realize the chance of success depends on how the organizations takes care of
Change Management. A study In the Netherlands regarding change processes showed that
more than 70 percent of the change programs lead to poor results (Boonstra, 2004).
1.2
Research Subject
The subject of the thesis will be how to implement Telemaintenance within the Naval
Maintenance and Support Agency (NMSA) taking into account Change Management
approaches.
1
To avoid mixing up Change Management with engineering change management which describes the
management of changes that a product faces during its lifecycle. In the context of the thesis Change Management
equals Organizational Change Management.
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Changing an organization is far more complicated than changing only the technical aspects
of an organization (Cameron and Quinn, 1999) by implementing a new technical system or
work process; it also means that the social and cultural aspects of an organization have to be
taken care of. Indeed, the latter is very important; the chance of success is very much
dependent on how the organization takes care of Change Management (Cameron and
Quinn, 1999).
1.3
Research Aim
The aim of this thesis is to identify and address which Change Management approach(es)
will support the Telemaintenance implementation within the NMSA. The method shall be
based on:
1. Generally recognized Change Management approaches;
2. Literature based on remote maintenance methods;
3. RNLN requirements with respect to the use of remote maintenance methods.
The implementation method shall be presented according to literature with respect to
founding’s or integration/ implementations tracks of other maintenance organizations who are
working with Telemaintenance or other remote maintenance methods.
This technological based implementation will initiate change, and this change is not only
affecting the employees of the NMSA and local engineers onboard Dutch naval ships. But it
affects also the ‘decision makers’ of the NMSA and RNLN. The aim for this research is also
to prepare the employees of the NMSA that the technology implementation of
Telemaintenance will cause change. Also the preparation for the decision makers that
change is needed and that implementation processes can only be successful when they
anticipate and use organizational Change Management approaches.
1.4
Research Objectives
The research objective of this thesis is to contribute to a positive implementation process of
Telemaintenance in the NMSA. The thesis shall describe four objectives:

The first is studying literature of remote maintenance methods and Change
Management approaches.

The second objective is research how successful Change Management approaches
are in relation of remote maintenance technique implementations in organizations.

The third covers a study of the expectations and needs of the customer/user who will
be confronted with a maintenance organization that is using Telemaintenance.
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
The final and fourth objective describes the methods which will facilitate change from
the present maintenance organization to a maintenance organization using
Telemaintenance and other remote maintenance techniques, based on the outcome
of the three objectives given above.
1.5
The NMSA as dynamic field of Research
The research is executed from within the NMSA of the DMO. The DMO is part of the Ministry
of Defense (MoD NL) as one of two support departments, namely DMO and the Support
Command (Commando DienstenCentra, CDC in Dutch). Furthermore the MoD NL consists
of other commands, respectively the Operational Commands and incorporates the Royal
Netherlands Navy, Air Force, Military Police and Army. The Operational Commands and the
support departments report to the Control Staff, which operates directly under the Minister of
Defense.
The DMO is a relatively young part of the Defense organization. The DMO was established
as a separate element of the Ministry of Defense in 2006. The DMO is staffed by civilian and
military personnel with backgrounds in the navy, army, air force and military police. The
DMO is a service center that is responsible for materiel used by the Defense organization
throughout its life: from procurement to major maintenance to disposal (asset life cycle
management). The DMO is also responsible for formulating internal materiel policy for the
Defense organization. The DMO works for all of the operational users throughout the armed
forces.
To understand the problem area of Telemaintenance within NMSA we will first describe the
organization. NMSA was part of the Directorate of Logistic Agencies within the DMO2.
1.6
Naval Maintenance and Support Agency
The Naval Maintenance and Support Agency (NMSA) is the sustainment agency with the
emphasis on maritime materiel from the Navy Command (RNLN), its formal organization is
presented in figure 4. In addition, it carries out work for the Army Command (RNLA) and the
Air Force Command (RNLAF). The NMSA comprises the Fleet (Platform: Hulls and Systems
2
During the research time frame alterations in the organizational structure of the NL MoD has been executed in
st
relation to the re-organization. After January, 1 of 2012 the Operational Commands will be responsible for the
maintenance and support of materiel and will control the logistic companies of the MoD (Central Government
th
press release, 8 April 2011). The exact organizational structure is not known yet during writing of the thesis
report by researcher.
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and SEWACO: Sensors, Weapon and Command Systems), Special Products, and Logistic
Services divisions. The Fleet division manages the sustainment (maintenance and supply) of
the ship hulls, the propulsion system, and the electronic and weapon systems on board. This
is how the agency ensures that the materiel readiness of the ships and submarines is kept at
the desired level.
It also provides technical advice and support to ships anywhere in the world. The division
also advises on and participates in large-scale materiel projects (new-build). The Special
Products division (DSP) has a broad range of activities in a variety of product groups for a
diverse user group. DSP works, for example, on Commando Corps night-vision goggles,
calibrates instruments for the F-16 jet fighter, provides advice concerning emission profiles
and maintains guided weapons.
The Logistic Services division is responsible for supply (procurement, administration, storage
and distribution) for both operational users and the maintenance process. It also includes
several integrated facilities services. In short, the NMSA maintains, repairs, supplies, advises
and modifies.
NMSA current activity facts are characterized by the following (van Gijn, and Abbekerk,
2010): It has 2,000 employees in service with an workload of 2.5 million man hours. The
NMSA have a yearly maintenance program with 20,000 - 150,000 man hours by task in
combination of systematically and incidental maintenance: annually more than 12,000 repairs
and more than 400 modifications. To accommodate this workload an annually budget of
approximately of 185 M€ is established.
Figure 4: NMSA organizational structure
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1.7
General Research approach
The thesis is based on the inductive approach, as described by Saunders et all (2007), and
is founded of the collection and analyses of research data and afterwards developing theory
by answering the research questions.
This approach is chosen because no clear literature was found of the relation of
implementation of Telemaintenance or other remote maintenance methods within
maintenance and support organizations in the maritime and/or defense related working field
and the influence of Change Management approaches to facilitate the implementation
process.
Induction approach emphasizes on gaining an understanding of the meanings humans
attach to events and give a close understanding of the research context (Saunders et all,
2007). Collection of data is more focused on qualitative methods, like conducting interviews
and the approach is more flexible to permit changes of research emphasis as the research
progresses. Also, the researcher must realize its part and influence on the research process.
1.8
Purpose of Research
This study will seek new insights in the implementation process of Telemaintenance or other
remote maintenance methods within the NMSA, facilitated by methods of Change
Management (exploratory research). The thesis will be used to clarify the problem as stated
as main- and sub research questions, see Chapter 2 Methodology.
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2
2.1
METHODOLOGY
Research Questions
Based on the research problem of the thesis the main research question will be:
How can change management approaches facilitate the implementation of
Telemaintenance within the Naval Maintenance and Support Agency?
Derived from the main research question there are five sub questions:
Sub question 1: What is Telemaintenance?
The answer will give insight what Telemaintenance is, its technological boundaries and
definition that is applicable for this thesis.
Sub question 2: What are the needs of the RNLN, the operator of naval assets, with
respect to Telemaintenance?
Answering this question will identify the needs and address requisites were remote
maintenance methods and Telemaintenance in particular must achieve. The answer will
clear up the boundaries what is acceptable for the operator of naval assets in relation with
the navies operational objectives. The answer will give an indication how this technology
could be used in its end state.
Sub question 3: How does the Telemaintenance work process in general look like?
The answer will give insight how the Telemaintenance concept is build up taking to account
the requirements of the asset user (see sub question 2), how Telemaintenance as a concept
works and which maintenance processes can be identified.
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Sub question 4: How can Change Management approaches help facilitating
implementation processes?
Answering this question will enhance knowledge of the abilities of Change Management
approaches regarding implementation processes. Which Change Management tools and
methods are to be utilized and can they be related to the success or failure of the
implementation.
Sub question 5: Which Change Management approache(s) is (are) appropriate to
support the implementation of Telemaintenance?
Answering this question will give insight which change management approach(es) will
support the implementation of Telemaintenance within an organization.
2.2
Approach
Literature and field research will be applied to identify the key concepts of Telemaintenance
and the organizational and cultural implications that a Telemaintenance implementation
might have on the NMSA. Accordingly for identifying different Change Management
approaches, methods and tools literature and field research will be applied. The results from
the research will give insight in Telemaintenance as a concept and the several Change
Management methods that can be used for succeeding the implementation process.
Both, literature research (secondary) and field research (primary) will be carried out to
achieve the aims of the thesis. The literature review shall be divided into various sections in
the thesis dealing with the main areas of research. All methods described in this thesis are in
accordance with the book “Research Methods for Business Students” (Saunders et all,
2007).
2.3
Methodology and data collection
This paragraph gives an overview of the techniques that will be used to research the thesis
topic.
2.3.1
Secondary Research
Literature research will focus on examining the literature and will cover the areas of Change
Management, remote maintenance techniques in general and Telemaintenance in particular.
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Moreover the Internet will be searched for valuable information about the topics involved.
Literature research shall be used to identify the key concepts of Telemaintenance and
remote maintenance solutions and the organizational and cultural implications that a
Telemaintenance implementation might have on a support and maintenance establishment.
Moreover desk research will be utilized to develop a foundation for the survey.
2.3.2
Primary Research
In the primary or field research quantitative as well as qualitative research methods will be
used. Two surveys will cover the quantitative research. Interviews will cover the qualitative
research.
2.3.2.1 Quantitative Research (Survey)
Quantitative research will be carried out through a survey. The chosen technique for data
collection shall be the structured interview via a standardized questionnaire. The aim of the
survey is to find out if, to what extent and how successful change management methods are
utilized during a Telemaintenance implementation. A great help for identifying potential
participants are various articles dealing with remote maintenance techniques and
Telemaintenance. After the literature study external participants will be identified who have
successfully implemented remote maintenance techniques in their maintenance processes or
of their customers. The focus will be on defense technology/systems suppliers especially in
the maritime sector and/or has a long relationship with the RNLN as supplier. The
questionnaire for the survey will be developed in an iterative process through literature
review and upcoming conversations with various experts in the area of remote maintenance
and Change Management.
An additional quantitative research is carried out to develop a framework regarding the
adaptability of the NMSA for implementing a change. A benchmark is needed to understand
which conditions the NMSA will act on, so an organizational culture research shall be
executed within all departments of the NMSA organization. The Organizational Culture
Assessment Index (OCAI) test of Cameron and Quinn (1999) will be used as a
questionnaire.
2.3.2.2 Qualitative Research (Interviews)
For this research earlier experiences within the NL MoD will be used to stipulate the impact
on employees and the organization when change appears by means of a remote
maintenance implementation. In this the attitude and behavior of employees and the effected
organizations are described from an existing case. Interviews are chosen as qualitative
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research method since it seems the most appropriate method to get understanding of the
cases. Action Research methodology is executed on the participants of the case studies.
Participants, who had undergone change, are questioned what is effectively changed in their
work situation and how they are experiencing this change. Participants, who implemented
change, are questioned which decisions they have made and why.
The results of the survey are to create a starting point for the qualitative research. The main
goal for the interviews is to research the behavior of the organization and especially the
behavior of the participants themselves. In the cases available for this research, the
influenced employees, managers and project leaders are subject of research. Behavior as
mentioned will be explained in the context of decision making, consciousness of acting and
its relating consequences. This qualitative research is mainly focused on the why question,
structured conform the Action Research strategy.
The interview partner (an individual person) will be identified and chosen after analyses of
the current remote maintenance implementation experiences (the cases). He or she must
directly been involved in the researched cases. The data gathered during the interviews shall
be analyzed and the outcome shall be given in descriptive statistics.
To model the research methodology for this thesis, the ‘organizational iceberg’ metaphor of
French and Bell (1999) is used.
Quantitative Research
(Survey)
Qualitative Research
(Interviews)
Figure 5: Research methodology model based on the ‘organizational iceberg’
The model shows the visible part above the water is composed of the formal aspects of an
organization, which is based on measurable outputs related to its organizational goals and
objectives. This part of the research is covered by the quantitative research and will be
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executed within companies who are affiliated with the NL MoD. See § 4.1.7 for descriptions
of the participants.
Quantitative Research (Survey) participants:
Participant 1
Participant 2
Participant 3
Participant 4
Figure 6: Overview of the Quantitative Research.
The hidden part of the iceberg is composed of covert aspects of the organization. This
includes the values, beliefs and attitudes held by the management and employees of the
organization. This part is covered by the qualitative research. Case studies will be set up for
performing interviews. See § 4.2.3 for the selected case studies to explore the undergone
experiences with Telemaintenance or other remote maintenance methods.
Qualitative Research (Interviews) Case Studies:
ROCM Case Study
MMP Case Study
Figure 7: Overview of the Qualitative Research.
The ‘iceberg’ metaphor draws attention to the proposition that informal systems are the
greater part of the organization. Recognition that the informal organization exists and has
influence on organizational activities is reason to examine how it impacts on the extent to
which organizations can deal with change.
The reliability of (classical) research is determined by accuracy, and consistency with which
variables are measured (Van Thiel 2009). Accuracy is mainly related to measuring
instruments researchers use, such as questionnaires or observation forms. These should
measuring as accurate possible the variable and distinguish between the different values.
Consistency is more complicated in social sciences. This is the principle of repeatability;
under the same conditions will the same measurement result to the same conclusion.
‘Classical’ research state that repeatability makes research more reliable because as a
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researcher you are more confident of the correctness of your findings. In social sciences are
often people-centered, as research object or as a data source. Because people can learn
from previous experiences, repeated study of subjects shall not lead to the same outcomes
(Tromp, 2006).
For generation of research data the use of Action Research is part of this research. Action
Research is an interesting way of research for scientists and researchers whom inquiry has
relation with social interventions, accomplish social change, and cases with respect to
application and implementation of theory and policy (Tromp, 2006). Action Research is by
definition outside the experimental laboratory environment, there must work as much as
possible in 'real life' conditions to be able to determine the actual impact of theoretically
relevant and effective interventions (Tromp, 2006).
Another important characteristic of Action Research is that it is situational and thus does not
generate universal knowledge and that theory generated through Action Research therefore
is very hard to replicate or test (Romsdal, 2009). There is continuous discussion in the
scientific world regarding the applicability and value of developed theory by use of Action
Research, because the results of research could inform other contexts and it is hard to
replicate the research again based on the same variables.
Coenen (1989, 2001 in: Tromp, 2006) explains that the scientific value can be founded by
the researcher by means of requirement that researcher’s interpretation of the respondents
interpretations, who have examined their social reality, gives feedback to the respondents.
The underlying interpretation data that the researcher uses to assess the situation and the
researchers end statements are subject to verification by the respondents. This to ensure
generic results that are scientific founded. All these research methods and opportunities will
ensure that the problem as stated before will become clearer and by analyses and
interpretation of the data, the sub questions could be answered. These answers will in the
end clarify the main research question.
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3 LITERATURE STUDY
Secondary research is carried out to examine literature regarding the topics mentioned in this
thesis, namely Telemaintenance (and remote maintenance concepts), discover its
boundaries in the operational domain and Change Management approaches.
3.1
Telemaintenance
The introduction to this thesis already mentioned the motive for Telemaintenance, and gives
the definition of Telemaintenance that is used within the Dutch defense forces. This
paragraph will elaborate more intensely on its added value for the organization and its
related (organizational) consequences.
DMO mentioned remote maintenance in general as an enabler for the organization to
concentrate remote maintenance and support resources without the movement of physical
capacity. Telemaintenance can improve the effectiveness and efficiency of the maintenance
process. For example (DMO/Beleid, 2010):

To be a knowledge center for the local maintainer and to deliver technical expertise
from a central organization.

No requirement for having specialized sort of knowledge onboard operational units.

Widening, deepening and guaranteeing of maintenance knowledge by sharing
knowledge and understanding between specialists and the local maintainer via a
central point.

Employability of personnel will be magnified by on- and off line investigation of
maintenance related problems / defects by specialist from a central organization on
the shore, so the local maintainer could focus on his physical maintenance task on
board.
3.1.1
Developing Added Value
The added value of remote maintenance can be qualified by concentration of maintenance
resources: concentration of maintenance knowledge and skills independent of the asset’s
location and time without being impeded by a physical distance. The ability to develop,
structure, secure and distribute knowledge (and experience) related to remote maintenance.
The opportunity of dislocate maintenance resources outside the hazard zone where the
operational asset is located and automated support of remote maintenance by relevant data
analysis processes. This leads to the development of specialized centers where the
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maintenance service is organized, and where customers could take a remote maintenance
service.
On the other hand these support centers will perform as a single point of failure. Especially to
establish communications with ships, who a sail in the middle of the ocean, a dedicated
satellite communication link is needed (Stroop, 2010a). These links are vulnerable by its
technical complexity and dependence of other actors like external satellite providers. To
overcome this single point of failure investments must be made in the agreements with
external actors and in the reliability and availability of the center.
The US Navy has a lot of experience in these kinds of remote maintenance techniques.
Several studies are carried out, but the study on the Joint Distance Support and Response
(JDSR) program will cover the definition of Telemaintenance, as presented before, as far as
possible. The concept of JDSR is to provide near real-time maintenance solutions in an
operational environment to enhance situational awareness of platforms and weapon systems
operational status for the joint task force commander. This common Joint Service
Telemaintenance capability is achieved through the use of commercial technologies to
provide four functions: remote collaboration, information/knowledge sharing, remote
weapon/platform diagnostics and distant maintenance mentoring at the point of maintenance.
The data of this study is analyzed by Lim (2006). Another study is done by Christopher
Savage (2005) with respect to the Integrated Condition Assessment System (ICAS), and is
one of the first E-maintenance platforms developed. ICAS is designed to provide a
computerized engineering tool to implement Condition Based Maintenance (CBM) via data
acquisition, historical trending, and expert analysis in order to improve equipment availability
and reliability.
Both studies support operational naval vessels with on distance expertise, and will give the
following benefits (Lim, 2006), (Savage, 2005):
1. Reducing the logistic footprint in the mission area.
2. Reducing the cost for printing, mailing, and storing technical manuals.
3. The reduction in maintenance cost through Subject Matter Expert collaboration.
4. Reducing the cost of travel by Field Engineers.
5. Reducing the mean time to repair (MTTR) of weapon systems or platforms can
potentially reduce the number of spares required to maintain the same level of
operational availability.
6. Reducing inventory cost at the I-Level maintenance facility where the transportation
turnaround time is comparable with MTTR.
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These benefits are achieved by automatically collected data on ships and have saved
thousands of man-hours through the automation of performance monitoring as well as saving
time of failure diagnosing through the automated diagnostic features of specialized software.
ICAS also contains links to several digital logistic products who aims on Overall Maintenance
Planning, Integrated Electronic Technical Manuals (IETM’s) and a Database of statistical
analysis of technical subsystems and components. As more data is gathered and made
available for shore review, the failure rates and causes of the failures are better understood.
This knowledge is then used to affect maintenance periodicities, design changes, and
operational practices.
“Telemaintenance can make a ‘B’
maintainer into an ‘A’ maintainer.”
U.S. Army Communications-Electronics Command
(CECOM) in D.M. Cutter (2000).
The affect of using Telemaintenance capabilities will shift the maintenance environment from
diagnostics to one of prognostics, like Condition Based Maintenance (Oliver, 2006). In
conventional strategies (Moubray, 1997) such as scheduled preventive maintenance
strategies carried out some time too late in relation to the current status of the potential
failure and are not easily compatible with this maintenance vision of prognostics. A failure
can lead to a not working function or total system. Therefore pro-activity in maintenance
becomes essential, at this stage, to avoid failing situations of system with negative impact on
assets like a naval platform. Pro-activity in maintenance with the emerging of E-maintenance
philosophy to support the move from “fail and fix” maintenance practices to “predict and
prevent” strategies (Levrat and Iung, 2007).
A practical example which the US Navy encountered by doing Condition Based Maintenance
(CBM) via ICAS resulted in a ten percent increase in the engine’s operation hours of a
specific ships class. By detecting the problem prior to failure, the ship was not impacted
during her deployment; thus increasing ship, system, and mission readiness and avoiding
costs of failure.
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3.1.2
Telemaintenance Activity Processes
The organizational and technical changes that must occur for both the ship and shore
organizations are described by Noordman (2010) and Meijer (2010). They mention both a
sort of implementation of Telemaintenance Expert (or Information) Center on the shore. This
Center will shift tasks and responsibilities that are predefined onboard and will be allocated to
this new Center within the existing organization. The Telemaintenance Expert Center will
incorporate some operational ships maintenance tasks, (on Organic and Intermediate Level
of Maintenance) to the Center. When the latter occur, the Center must be able to integrate in
the operational maintenance process of a RNLN ship and scale up to the ships operational
readiness (e.g. the ship is in hostile environment or is sailing in peacetime).
The technical requisites that are needed for operational capability for the Center are:

A dedicated communication connection between ship and shore, where the local
engineer could be supported by the expert in the Telemaintenance Expert Center.

A group of experts who supports the local engineer onboard with Organic,
Intermediate and Depot Level Maintenance (OLM/ILM and DLM) (DMO/Beleid, 2008)
knowledge and are grouped centrally in an Expert/Information Center.

Analytic and prognostic software to the disposal of the TM Expert Center to support
and control the local engineer.

Direct contact with the Original Equipment Manufacturer (OEM), when the expert
needs support for overcoming particular problems.

An extended knowledge (known error) database (developed by knowledge data of the
ships and input of the OEM) where all ships classes are represented. The advantage
is that some subsystems are installed on more than one ships class.
The requisites that are needed on board the ships are:

Engineer must be a general qualified and educated engineer who is trained to use all
systems and must be capable to perform necessary Battle Damage Repair tasks
(NATO Logistics Handbook, 2011).

A local expert system that supports the local engineer in diagnosing faults.

An interactive electronic manual (IETM’s) that describes the maintenance tasks.

A computer as an enabler for augmented reality. To support the engineer with
projected 3D images on real life images using head-mounted displays (see figure 8
as an example of an augmented image)

A dedicated communication connection with the shore, through which the local
engineer could be supported by an expert in the Telemaintenance Expert Center.
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Figure 8: Augmented Reality capability in supporting local engineer by projecting 3D images in real
environments (BMW Augmented Reality Workshop, 2011)
3.1.3
Current use of remote maintenance techniques within the RNLN
The RNLN use already systems that are monitored and/or controlled, partly maintained with
remote maintenance techniques. The oldest experiences are engineering reports with
request for assistance in a technical or logistic way (Westermeijer, 2003; Meijer, 2010).
Engineering reports transmitted by telex used within NATO in the standard format ACP-127
are not interactive, non graphical and it is difficult to get a picture how the actual situation is
on board according to the engineers ashore. On the other hand this system is reliable,
flexible and well known within navies. An engineering report is a process for calling
assistance. An example of a subsystem that uses remote maintenance capabilities is the
Ericcson MD110 Communication system. This system works as a Private Automatic Branch
eXchange (PABX) onboard Dutch naval ships. It has the capability to be accessed remotely.
The NMSA have experience with configuring, troubleshooting and monitoring the PABX at
distance when ships are sailing.
Also the initiation of several pilot projects within the navy are addressed. A well known pilot is
the Remote Online Condition Monitoring project onboard the Hydrographic Surveillance
Vessels. More information of this pilot is elaborated in the case study of this research and is
stated in § 4.2.3.1 Case Remote Online Condition Monitoring – RNLN.
3.1.4
Future developments
Telemaintenance has the potential to grow within the Netherlands defense forces, especially
from a technical point of view. This is made possible by the advent of faster connectivity with
larger bandwidths and development of Web-based techniques (Meijer, 2010). Also the
maintenance organization on board naval vessels will experience the benefits. For example,
it is possible virtually anywhere at sea to send photos and video material and computer logs,
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also the use of interactive Video Teleconference sessions with the homeland is a standard
procedure for communication.
Illustrative of these technical developments in the field of advanced maintenance techniques
is the winning contribution for the Defence Innovation Competition 2009 (Defensiekrant,
2009). This is the System for Asset Maintenance Management (SAMM) of the consortium
lead by Tedopres International. More information of this project can be found in § 4.1.7.4.
3.1.5
The Operational Domain of Telemaintenance
This sub paragraph will clarify the boundaries to what extent the implementation may have
on the operational management onboard the ships.
The identification of the boundaries of influence on the ship’s management and command is
introduced by the report of Meijer (2010), who researched the appropriateness and
desirability for the implementation of remote maintenance techniques in the operational
domain of Dutch naval vessels.
To be able to stipulate to what extent it is feasible and desirable to implement
Telemaintenance in the maintenance chain of the maintainer to the customer, respectively
the NMSA to the RNLN, it is essentially to know which role the RNLN wants to play in the
military field. The success of the maintenance chain depends on the degree in which she is
able to support military operations. The nature and scope of these military operations
stipulates the invested maintenance effort by the NMSA.
The defense organization stands for peace and security, at home and abroad. It is one of the
ways in which the Netherlands contributes to stability and freedom in the world. It also serves
society at large.
The defense organization has three core tasks (MoD NL, 1999):

Defending national and allied territory, including the Netherlands Antilles and Aruba;

Protecting and promoting the international rule of law and international stability;

Supporting civil authorities in upholding the law and providing disaster relief and
humanitarian assistance, both nationally and internationally.
The core tasks of the Dutch armed forces have been further developed in a number of
underlying policy documents. First, there is the Dutch Defense Doctrine (NDD) document.
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This doctrine document defines in depth the core tasks to more specific tasks (MoD NL,
2005).
After that, the Naval Study (RNLN, 2005b) covers the contribution of the RNLN to the core
tasks of defense. This study reaches up to 2015. The Leidraad Maritiem Optreden document
(2005a) (in English, The guiding principles of maritime action) places the Naval Study within
the context of the existing Navy organization and describes the entire package of tasks and
capacities. Based on these studies and the ongoing development in the maritime field, the
Maritime Vision 2030 has been published in 2009. This vision, connected to the Navy study,
will look ahead up to 2030 and is the contribution of the RNLN to the interdepartmental
project called “Verkenningen” (in English, Explorations).
3.1.5.1 The Maritime Task Field
The Leidraad Maritiem Optreden document divides the maritime task field in three parts
(RNLN, 2005a):

Security at sea; Security at sea is essential in order to protect shipping routes and
choke-points, both for civilian purposes (such as trade and energy transport) and for
military objectives (such as initiating and supporting land operations and carrying out
operations at sea).

Security from sea: Units of the Royal Netherlands Navy can be deployed from the sea
in support of operations on land. Amongst other things, this support could involve
supplying ammunition, food and water, providing medical and humanitarian
assistance, gathering and supplying intelligence and providing fire support by means
of naval guns or missiles.

National maritime tasks: These are tasks that are of vital national and public
importance, such as Coastguard and Search-and-Rescue missions, combating
terrorism, clearing unexploded mines and bombs, providing diver assistance and
medical assistance to divers and carrying out hydrographical surveys for making
navigational charts. The Navy also supports the civil authorities; for example, in
dealing with natural disasters such as floods.
3.1.5.2 Future Operational Naval Profiles
In the Maritime Vision 2030 states that the RNLN must execute all maritime tasks in the
entire scale of violence (RNLN, 2009). It also states that by the rise of new small and large
maritime powers the risk on incidents and conflicts on sea will increase (RNLN, 2009). The
RNLN must be taken into account thereby the possibility that violence can take place in the
higher part of the scale of violence and not only in the lower part. From this perspective the
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RNLN must have maritime assets of which has been qualitatively equipped for all parts of the
scale of violence in the maritime task field.
The Vision on Maintenance Policy formulates three military-operational starting points for the
defense maintenance policy (DMO/Beleid, 2009). The first starting point is the primarily focus
of maintenance on the operational required availability. Naturally, the maintenance
processes must be efficient, but the focus must lie primarily on supporting operational
activities in an effective manner.
The second starting point is that the maintenance chain can’t deviate significantly during the
conduct of business during peace time and in training situations from those during
operational activities. This has been based on the principle “train as you fight, and fight as
you train”. The execution of training and operational activities must be possible with the same
people, resources and processes. However, the circumstances of operational activities can
differ considerably. To be effective in each situation, the maintenance chain must be
arranged flexible and offer the possibility of adaptation.
The third starting point is that maintenance must be carried out under relatively difficult
operational circumstances. This means that the NL MoD must have available sufficient
military capacity for the necessary maintenance tasks. The NL MoD shall take into account
that during operational activities the proportion of military tasks will increase of the specialist
staff.
3.1.5.3 Levels of Maintenance
To satisfy the described military-operational starting points in the previous paragraph, the
maintenance activities have been subdivided in three levels: Organic Level Maintenance
(OLM), Intermediate Level Maintenance (ILM) and Depot Level Maintenance (DLM)
(DMO/Beleid, 2008). These levels are based on the distinction in complexity of the
maintenance task, the frequency, the duration of maintenance and the associated resources,
see table 1.
OLM and the ILM are carried out in the operational field. DLM is carried out outside the
operational field. The maintainer shall withdraw the asset or system from the operational
process for executing planned maintenance. The DLM form of maintenance will fall outside
the scope of this research, which is focused on maintenance in the operational process.
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Means,
Level
Description
knowledge,
Frequency
Low
High
Short
High
Low
Long
Organic level
Intermediate level
I
O
skills
Maintenance tasks
Basic tools and
who requires a less
test equipment
Turnaround
Complexity
time
complex combination
of demand of
Basic Knowledge
knowledge, means
and facilities
Mobile
Maintenance tasks
Specialized tools
who requires more
and test
complex combination
equipment
in knowledge, means
and facilities
Extended
Knowledge
Depot level
D
Mobile
Maintenance tasks
Specialized and
who demands a
extended
complex combination
workshop tools
in knowledge, means
and test
and facilities, were
equipment
the system can be
pulled out of
Specialized
exploitation
Knowledge
Stationary
Table 1: Levels of Maintenance according to the Netherlands MoD
(DMO/Beleid, 2008).
3.1.5.4 Operational Circumstances
The requirements of the maintenance process in the operational domain are dependable of
the operational circumstances (ACZSK DOST/CCO 250.2B, 2009). These circumstances
can differ considerably. Ships can be sailing under peace circumstances, but also in the
scale of low or high violence.
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3.1.5.5 States of Readiness
A ship will take a certain state of readiness dependable on the operational circumstances.
Each state of readiness is coupled by a watch system that is able to achieve the required
reaction time for adequate response.
Readiness State
Watch keeping system
1
Ready for Battle - watch keeping
2
2-Division War - watch keeping
3
Sea watch - reinforced
4
Sea watch
Table 2: Overview of States of Readiness applicable for RNLN
(ACZSK DOST/CCO 250.2B, 2009)
Readiness states 3 and 4 are indicating that the ship is sailing under peace circumstances.
Readiness state 4 is normal or standard condition. When the ship is sailing through narrow
passages or severe weather conditions and the risk of difficulties is increasing, the readiness
state shall be scaled-up to state 3. Preventive and Corrective maintenance is carried out
conform the normal procedures.
In readiness state 2 no acute danger threatens the ship, but the operational circumstance is
such that the ship’s crew and systems must be ready for a first action. This situation must be
prevailed for a time, only half the crew is on its station. The ship is able to carry out initial
combat actions on the lower scale of violence. Preventive maintenance cannot be carried
out, unless this is conflicting with the required systems for the readiness state. Corrective
maintenance, if necessary, will be executed with a higher priority.
Readiness state 1 is used when the ship is in the situation in the highest scale of violence.
This is the highest possible state of readiness of the ship (the ships combat state). The whole
crew of the ship is on its battle stations. Preventive maintenance is only carried out due to
essential non-suspendable maintenance tasks. During readiness state 1 corrective
maintenance action can be required and executed. This can be spontaneous malfunctions,
or malfunctions caused by combat and damage. The latter will require necessary combat
recovery. This special form of corrective maintenance is also called Battle Damage Repair
(NATO, 1997).
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3.1.5.6 Battle Damage Repair
BDR is a special form of corrective maintenance in the highest scale of violence and is
described by the NATO Logistics Handbook (1997) as follow:
“BDR is an important element in maintaining materiel availability during operations. It is
designed to restore damaged materiel to a battle worthy condition, irrespective of the cause
of the failure, as quickly as possible. Damage assessment has to be done rapidly and must
not always require the use of automated test equipment or sophisticated tools. The
considerations are primarily aimed at limiting the damage, determining the cause of the
damage, establishing a plan for damage repair, and minimizing the risk to equipment and
operators. Once the operational mission has been accomplished, BDR must be followed by
specialized maintenance or repair to restore the equipment to fully serviceable condition.”
In the ship’s organization the need for sufficient expertise, the ability to improvise and the
skills to execute BDR must be present. The nature of damage to the ship will determine the
degree of BDR. For example, a check of the freezing tube will not require particular
knowledge, but the ability to improvise and skills. On the other hand, provisional repair of a
failed propulsion- or weapon system will ask for expertise. Specific knowledge of the system,
the functional chains, the contingency modes and the remaining capacities are very
important in this case.
Figure 9: Dutch naval ship in Readiness state 1 – state were Battle Damage Repair is implemented.
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Before the decision is made to implement Telemaintenance, review of its appropriateness
and its extent of implementation regarding operation and maintenance must be carried out.
Alterations of work processes and methods must not affect the desired operational output of
the ship.
As framework, Meijer (2010) has chosen the criteria for arranging logistical chains for the
support of operations. These criteria’s are stated in the Beleidskader Logistiek 2006
(Defense Logistic Policy framework). With this framework the concept of Telemaintenace can
be placed in an operational perspective. This operational perspective will be used to border
the extent of implementation of remote maintenance techniques like Telemaintenance on
board Dutch naval ships.
3.1.5.7 Defense Logistic Policy Framework
The document Beleidskader Logistiek 2006 aims on the logistical support on military
operations (MoD NL/DOBBP, 2006). It describes the generic logistical chain and formulates
policy directives especially for mission-specific chains. These policy directives influence the
arrangement and functioning of the logistics in several phases of military operations. The
criteria for arranging a logistical chain is described in the document and comprises the
following:

Detriment Risk;

Response Intensity;

Flexibility;

Simplicity;

Efficiency;

Effectiveness;

Continuation Capacity.
The conclusions of the research of Meijer (2010) are in conjunction with the criteria for
arranging logistical chain:
Detriment risk
The reasons of detriment risks are three folded:
Firstly, the danger of injured personnel or worse by the use of Telemaintenance could
detriment the use of this system. Safety aspects of the use of remote maintenance
techniques are already addressed by the research of TNO Human Factors (Post et all,
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2003). The probability of unsafe situations will increase by the use of Telemaintenance
methods. This is a detriment risk.
Secondly, too much aversion of taking risks and an one-sided approach may cause that
Telemaintenance will only be implemented on a small number of systems. The possible gain
of Telemaintenance can evaporate completely in advance, or Telemaintenance can even
cause the opposite effect. This makes the critical mass by using the Telemaintenance
system to a detriment risk.
Thirdly, the success of Telemaintenance stands or falls with the acceptance of all aspects
through all layers of the organization and by all actors involved. The implementation of
Telemaintenance will develop new work processes, new defined responsibilities and tasks
and jobs shall change. Employees must be convinced by the new technology and in the end
they must work with it. The fundament of employees must see the benefit of
Telemaintenance, otherwise the implementation will fail.
Response Intensity
The expectations on the response intensity are positive. The research of Meijer (2010)
concludes that preventive maintenance tasks shall be done by the technical crewmembers of
the ship. Because of its nature of continuous activity (it is frequent, standard approaches and
is based on routine). The Telemaintenance Expert Center will support the ship on a small
basis. The involvement of Telemaintenance Expert Center will increase when follow-on
activities of the preventive maintenance actions are necessary, just like condition based
monitoring is needed.
Secondly, when corrective maintenance can be planned, the Operational Command of the
RNLN will decide when these activities must be carried out on an appropriate schedule. The
operational consequences are limited with this approach.
When corrective maintenance cannot be planned, the influence on the operational
capabilities and safety related issues are extended for the ship and her crew. This requires a
minimum lead time of the corrective maintenance. It will depend on the nature and
complexity of the maintenance and on the competence and availability of the relevant
maintainer
onboard.
Although
the
ship
will
hand
over
autonomy
when
using
Telemaintenance, the ship will get in return more resolving power (knowledge).
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Flexibility
The flexibility criteria consist of two indicators. The first indicator is the creation of operational
consciousness of personnel outside the area of operation. This is more difficult when the
personnel ashore don’t have the operational experience. That is the reason that the
Telemaintenance Expert Centre must not only employ technical personnel but also integrate
personnel with a (military) technicaloperational background in the Telemaintenance Expert
Center.
The second indicator complies with in what manner the maintenance organization onboard is
incorporated in the watch system of the ship. The Telemaintenance Expert Center must be
incorporated in the operational process on the same manner as the ship. The capacity of the
Telemaintenance Expert Center is situational dependable of the ship’s state of readiness.
This will lead to a training period in conjunction with the ship, when the ship is preparing
themselves for an operational mission.
Simplicity
A lot of BDR tasks are assigned to the technical departments on board the ship, in the future
these will be handed over to other departments or organizations. Especially support
organizations, like the DMO will take over and support these tasks. The integration of the
Telemaintenance Expert Center in the DMO is not an recommended solution, because it will
align the DMO directly in the operational command of the RNLN and will conflict the DMO’s
support function to the RNLN. A more practical solution will be a matrix organization. The
downside of a matrix organization for the Telemaintenance Expert Center is its complexness
and not its simplicity.
Effectiveness
During peace time however, no objections to Telemaintenance exist in the research of
Meijer. With respect to the higher scale of violence the ship must be able to accept and adapt
counter violence of enemies. This requires an optimal materiel readiness and ability of
recovery. Telemaintenance must support both effectively, but an import disadvantage of
Telemaintenance is that the operational condition will affect the effectiveness of
Telemaintenance. The connection between the operational unit and the Telemaintenance
Expert Center could be lost, response times can increase to unacceptable delays. This
requires a basic set of knowledge that must be available on the ship. The main requirement
is that the available knowledge onboard must support BDR.
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The benefits for operations in the higher scale of violence are two folded; Firstly, the
Telemaintenance expert will execute brainwork quick-wittedness and more ‘clinical’. The
Telemaintenance expert is physically divided from the area of operation so the expert is not
confronted with local calamities. Secondly, Telemaintenance plays an important part in
prevention and signaling of defects caused by combat damage. The crew is focused on
several things at the same time, during combat. Important alarms and other features of
defects could slip out the attention of the crewmembers.
Continuation Capacity
When the Telemaintenance facility falls away, inevitably reduces the sustainability of a ship.
Also loss of autonomy in the Telemaintenance concept is inevitable. The research of Meijer
proved willingness to offer concessions by the operational user. Sustainability by
Telemaintenance in the long term could be implemented by different measures like materiel,
personnel, organizational infrastructure and knowledge management. The implementation of
Telemaintenance will create new or other needs for the organization.
Many causes can disrupt the Telemaintenance process physically. Telemaintenance can fail
by force majeure (defects or staff failure) or by enemy actions. But it can also an own choice
to terminate Telemaintenance, which can be created from operational considerations.
Finally, for sake of sustainability of the operational unit choices can be made for redundancy
in critical systems or maintaining of certain maintenance knowledge on board.
The Telemaintenance Expert Center will not focus on handling large amounts of regular and
easy maintenance, because this creates a high degree of dependency. The main focus must
be on non-regular and complex (corrective) maintenance. This can reduce the dependency
on the shore to a certain extent.
3.1.6
Conclusion of Operational Domain conditions
A summary statement of the requirements, to what extent Telemaintenance can be
implemented on vessels of the RNLN and its supporting organizations, is described by the
following:
In general all alterations of work processes and methods, caused by the implementation of
Telemaintenance, must not affect the desired operational output of the ship. This can be
seen as the overall implementation requirement.
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The operational user of the ship must accept that many causes can disrupt the
Telemaintenance -process physically. Telemaintenance can fail by force majeure (defects or
staff failure) or by enemy actions. But it can also an own choice to terminate
Telemaintenance, which can be created from operational considerations. To maximize the
sustainability of the operational output of the ship choices can be made for redundancy in
critical systems, by forcing requirements in the systems engineering phase when developing
new naval capacity, or maintaining certain maintenance knowledge on board.
On the ship’s organization side:

Requirements to have available a basic set of knowledge and skills and the ability to
improvise to execute Battle Damage Repair;

Accept and deal with the increased probability of unsafe situations by use of
Telemaintenance methods;

Preventive maintenance tasks will be done by the crew of the ship.
On the shore side:

Personnel of the Telemaintenance Expert Centre must have a (military) technicaloperational background to create operational consciousness;

The involvement of Telemaintenance Expert Centre will be increased when follow-on
activities of preventive maintenance actions are necessary. The main focus is on nonregular and complex (corrective) maintenance;
3.2
Change Management
As described earlier in this thesis, the Telemaintenance implementation implies processes of
change in the NMSA. According to Noordman (2010); DMO/Beleid, (2010) and Meijer (2010)
shifts in processes, tasks and responsibilities, from the ship to the shore, will occur by the
use of a shore based central controlled and manned Telemaintenance Expert Center.
According to mainstream change literature of Boonstra (2004) natural behavior to these
changes will be resistance by the employees affected. Also, major causes of change failures
are important conditions to take into account when implement a change. Management can
deal with these conditions to anticipate well on the new situation (Buelens and Devos, 2004).
The fundament of these failures is that change is often implemented top-down and no
attention is paid to behavioural change, while employees are called upon to adopt learning
behaviour and encouraged to be innovative and enterprising (Wierdsma, 2004).
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Telemaintenance within the NMSA, management must focus on the ‘informal organization’ of
French and Bell (1999), (in Senior & Swailes, 2010). The formal- and informal organization
can be depicted as an ‘iceberg’, see figure 10.
Figure 10: the Organizational Iceberg, representing the formal and informal organization (French and Bell, 1999)
The formal aspects of an organization (e.g., mission, goals, policies, procedures, physical
facilities, and financial resources) are the iceberg tip, floating above the water. Everyone
pays attention to the tip without remembering that what lies under the water: the human,
cultural, informal aspects of the organizational culture. These aspects often control the
organization.
When no attention is given to the ‘informal organization’, resistance to change is therefore
often the reaction (Boonstra, 2004). People are not likely to change the way they have been
(successfully) working, especially when it is not clear what the goal of the whole operation is
and who will benefit from the changes (Doppler, 2004). Fear of the unknown and uncertainty
is often the source of resistance. People need predictability, which has something to do with
our basic need for security. Uncertainty however can reduce productivity to a great extent
(Bloom, 1999). Therefore, changing a culture, structures and processes is risky and can
even produce negative results which are proved by many studies. Boonstra (2004) for
example stated, that two third of major change initiatives are not successful. Change has
therefore carefully been planned and the change process has to be managed and
overviewed. These formal organizational elements are susceptible to the process of planned
change (Senior & Swailes, 2010).
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3.2.1
The Change Process
Traditionally the change process was described as moving from a stable state through the
unstable state of changing to the desired state, being stable again. Lewin (1951)
characterized these three stages as: 'unfreezing, changing and refreezing' the organization.
Consequently Nickols (2000) states, that "a very useful framework for thinking about the
change process is problem solving”. He sees managing change as a matter of moving from
one state to another, specifically from the problem state to the solved state.
"One needs to remember that nothing is
harder to implement,
Nothing has less chance of success,
Nothing is more dangerous to begin with,
Then changing the existing order"
Niccolò Machiaveli [1469 -1527]
Philosopher, politician and writer.
The major legitimation for organizational change is to solve organizational problems.
Hoebeke (2004) states; organizational change is not about solving problems, but is about
understanding and dealing with dilemmas. This is not an easy task, but it is necessary and
the process you can learn from. The understanding of these dilemmas opens up new
perspectives and possibilities for organizational change and learning.
Many researchers, however, emphasize that due to the environment of constant and
accelerated change the stable states of an organizations are becoming shorter (Doppler,
2004). Consequently, researchers remark that there also has to be a constant change
process within an organization and that change process has to be viewed as a learning
process (Senge 2006; Doppler, 2004). In order to facilitate a constantly changing
organization the focus is therefore laid on changing the organization into a so called 'learning
organization' (Senge, 2006; Cummings, 2004; Doppler, 2004).
3.2.2
Types of Organizational Change
According to Boonstra (2004), there are three mainstreams of change perspectives that can
occur in organizations, Planned Change, the Organizational Development and Continuous
Change:
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1. Planned changes originate from an economic approach. It is assumed that goals can
be met using planned and agreed goals and objectives;
2. In Organizational Development a partnership between managers and employees is
presumed. These changes are more programmatic in nature but less planned;
3. Continuous Change If organizing, changing and learning are seen as part of an
interactive process, change is a continuous activity, where employees give meaning
to their own social realities.
The above mainstreams in change perspectives can be seen as the three basic principles
used by the organization or by the responsible in an organization to be chosen. Various other
models/methodologies and principles are derivatives or combinations of these starting points.
According to researchers Beulens and Devos (2004) planned changes originates from an
economic approach and the behavior of people in organizations. The change is planned and
programmatic in nature and is carried out through a top-down approach in the organization
using consultants or program managers. In planned change, the changes are initiated,
guided, and controlled by top management. Decisions are made based largely on economic
and technical arguments. These approaches ignore cultural aspects of change and invite
resistance. In the case of improvement of not too complex problems and do not involve too
many people, planned change could meet these conditions (Boonstra, 2004).
On the other hand, Organization Development is an enhanced form of Planned Change, with
a participatory input, such as for example by means of Employee- or Works Council (Pierce
& Hurvitz, 2009); (Beaart, 2011). According to Senge (2000) and Weick (2000) (in: Boonstra,
2004, 94) is changing in this regard emergent, less planned and programmatic in nature.
The change process according to Organizational Development is supported by top
management, an important role for consultants (change agents, facilitators) who support the
change process by applying theories and methods from social and behavioral science.
According to Buelens and Devos (2004) prefer consultants or change agents self steering,
and
participative
leadership
in
accordance
with
the
Organizational
Development
methodology.
The first two perspectives, Planned Changes and Organizational Development are organized
with a top-down approach within the organization, while the third perspective, Continuous
Change, uses a bottom-up approach.
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To really change (substantially change in behavior by people and not just superficial) more
effectively is a bottom-up strategy. The opinion of Kilian Bennebroek Gravenhorst and Roel
In’t Veld (2004) underestimation of change processes are observed and resistance to
change is created by not consulting relevant stakeholders3 in the process of change. Klaus
Doppler (2004) believes that various failures in change processes are due to performing
different change projects at the same time without clear need.
3.2.3
Defining issues of Change Management
Key issues and frequently cited subjects of research within the Change Management body of
knowledge and published in leading change management literature (Boonstra, 2004);
(Carnall, 2004, 2007) are described briefly in this paragraph:
3.2.3.1 Organizational Culture
Several studies reported that the most frequently cited reason given for implementation
failures was a neglect of the organization’s culture (Cameron and Quinn, 1999). Culture is
such a crucial factor in the long-term effectiveness of organizations. The impact of an
organization’s underlying culture on individuals is also an important area of concern.
An organization, subunits such as functional departments, product groups, hierarchical
levels, or even teams may also reflect their own unique cultures. Difficulties in coordinating
and integrating processes or organizational activities are often a result of culture clashes
between different subunits (Cameron and Quinn, 1999). On the other hand, it is important to
keep in mind that each subunit in the organization also contains common elements typical of
the entire organization.
The social relationships within an organization have their own structures and cultures, based
on the rules, habits, institutions, consultation styles, language, communication, use of
symbols, and definitions of reality that groups use as starting points for mutual interaction
(Boonstra, 2004).
The underlying idea is that the culture of an organization can be deliberately and
systematically changed and that by changing cultural values and the perspectives of reality,
the behavior of people in the organization can also be indirectly affected. Form the cultural
perspective the aim is to actively involve individuals in the change process (Boonstra, 2004).
3
Stakeholder Analysis of the Telemaintenance system is carried out and is part of the thesis as
Appendix E.
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3.2.3.2 Mission and Vision of the Change
By working with visions and missions you get a committed culture within the company, the
prerequisite for strategic success. The purpose of visions is to obtain commitment or
involvement in your organization.
Literature shows that a vision gives insight into the future of the organization where you want
to go. A vision is needed in an uncertain and flexible world. To have a common goal, a vision
inspires and motivates and provides a framework for the actions of the employees of an
organization. With the aid of a vision it is possible to create engagement the prerequisite for
strategic success. It is essential to have effect that the vision must be understand by all
employees. The purpose of visions is to obtain commitment and involvement (Coetsee,
2009).
According to Mastenbroek (1999) (in: Beaart, 2011) determining a strategy is a matter of topdown policy, while the translation into operational objectives and performance indicators has
mainly a bottom-up movement. It must be developed from the inner side of the company,
which also ensures employee involvement. According to Ten Have (2003) there is a lot of
attention of top management to formulate a strategy. This attention, however, decreases
when implementation starts.
The strategy is formulated ‘top-down’ and the lower echelons of the organization have to
implement it. A disadvantage of the separation of thought and action is that the lower level
managers are faced with strategic plans in which they are hardly known of, and what leads to
a performance in which they do not feel motivated. In order to realize a better implementation
process it is better if the strategic decision-making is replaced and partially complemented by
a 'bottom up' process (Homan, 2005). Also, the strategy realized by the organization often
defers from the strategy intended. This is caused by: conflicting strategy priorities, ineffective
top management, poor vertical communication, and insufficient interdisciplinary cooperation
(Boonstra, 2004).
When Telemaintenance will be implemented, the used mission statement of the NMSA must
be taken into account when a change strategy shall be developed. The current mission
statement of the NMSA is (Marinebedrijf, 2009):
“The Naval Maintenance & Service Agency ensures the desired availability of defense
materiel during its life cycle as agreed with its customers, to minimal costs with due
observance of quality assurance, health and safety requirements.”
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3.2.3.3 Leadership in times of Change
To be able to implement strategy, leadership is necessary to mobilize staff and resources
and focus the staff to one direction and maintain the deployed route to pre established
organizational objectives (Kotter 1995).
Leaders know how to motion a change by deploying the right mix of 'top-down' and 'bottomup’ measures. People must be personally convinced of the urgency of the change (Beaart,
2011). To keep the motion going on, according to Doppler (2004) active even offensive
communication is necessary when managing change.
However, there is a backside when managers in organizations are tasked to lead a
organizational change program within the company. Inappropriately managed change
programs are common, the manager managing change are under pressure. This pressure
undermines their performance. Also, organizations often do not posses managers who are
sufficiently skilful in handling change (Carnall, 2004).
Within the NL MoD, military and civilian officers/managers/leaders use a joint vision on
leadership (NL MoD, 2007). Leadership is defined as "consciously directing the behavior and
inspiring others and to achieve objectives jointly". This vision is not only applicable to the
operational area but also on managing professionals (civilians and/or military) of the Support
Command and/or DMO regarding giving direction to behavior of employees (Dalenberg &
Vogelaar, 2012).
3.2.3.4 The Change Implementation
In the approach to implement change you shall take into account the circumstances for
success or failure. The first issues focused on key theories and concluded that change that
tries to involve employees and diminish their fears and concerns is far more likely to be
successful. One that goes further starts with a ‘top-down’ change then follows that with a
‘bottom-up’ approach to embed the change in the culture has a very real chance of delivering
lasting results (Homan, 2005).
There has been considerable literature written around what are often referred to as step
models of change. At a high level the models all follow Lewin’s three phases (see § 3.2.1).
Which model is chosen to follow will depend on circumstances and personal preference. The
important thing is that structured and coherent change architecture is in place (Carnall,
2004).
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Critical to Change Management success is a structured and coherent program that includes
strong leadership from senior management, painting a clear picture of the reason for change
and creating a sense of urgency (Kotter 1995). This enables the change agent to lead the
impacted staff towards a new vision and then work towards anchoring that new reality in the
organizational culture. Key to this success is involving the impacted people throughout and
helping them to understand how they are impacted, in order to remove the fear of the
unknown.
This is especially true for Information Technology related projects where staff may not
understand a new technology and working practices, which leads to increased anxiety and
fear (Davis, 2012). Therefore it is needed to help them make the transition and to feel they
are part of the decision process, not just a victim of the end result.
After analysis of critical perspectives in existing theories of change by Carnall (2007), he
asserts that traditional theories are too basic since organizational change relate to extensive
economic, social, and cultural environment. Carnall argues that current change management
models are no longer adequate or fit for purpose in the public service and large multinational
organizations. Therefore experienced based design is a solution. Carnall developed Change
Architecture as most effective strategy for strategic change by introducing a small number of
changes and to ensure that they are sustained by devoting in learning. The last argument for
favor, Carnall depicts about the Change Capability of the organization, as he believes is
rarely covered by other change scholars.
3.2.3.5 Change Architecture
Carnall stresses that a well thought out and structured change architecture is required. Only
recently have observers begun to examine how change programs are constructed. This may
be called change architecture. And yet the principal concern of the work published so far is
that of participation and involvement (Carnall, 2004). Change architecture is the set of
arrangements, systems, resources, and processes through which we engage people in
productive reasoning, focused on creating a new future. Architecture is both internal (the
corporate structure and management processes) and external (networks of relationships with
suppliers and other organizations). Managing major changes successfully requires us to take
an organization-wide approach.
In regard to Change Architecture the following components are fundamental to any change
program (Carnall, 2007):

Top management needs to be engaged;
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
A steering process must be installed to ensure effective leadership and governance;

There needs to be an existing process for integrating ‘work streams’;

Any needed infrastructure enablers must be in place;

Human Resources transition policy and process must be in place;

Support for implementation planning and activities needs to be provided from within
operation and other departments.
Organizational restructuring and strategic change should be based upon effective diagnosis
and benchmarking, information and incentive systems and is practically managed
incrementally, explicitly designed to manage risk (Carnall, 2004).
At a high level the models all follow Lewin’s three phases, the case of Carnall change
implementation is outlined against these three phases:
Lewin (1951)
Carnall (2004)
Build an awareness of the need for change;
Unfreeze;
The case for changes is made convincingly and
credibly;
The process of change is a learning process;
Give attention to broadening and mobilizing
Move;
support for change (task forces, project teams, use
of incentive systems, pilot schemes);
Crystallize the vision and focus for the
organization;
Refreeze.
Focus on people and on the process of change.
Table 3: Step model of Change, Lewin (1951) vs. Carnall (2004).
For implementing the results of the primary research activities, a model is chosen to
implement the change in a structured way, and who is flexible enough to introduce specific
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issues, subjects who plays a role in the context where the change implementation is
executed.
The model that is used is adapted from Carnall’s Change Capability Framework and is
developed by Davis (2012). Davis based this model on Carnall’s work “Managing Change in
Organizations” (2007). This model is presented as figure 11.
How ambitious
is the Change
Ambition…
Appropriate
Structure
plan?
Are the Change
Change
Architecture and
Accelerator
Resonance
Change Architecture
its key
components in
Implementing
place?
Telemaintenance within
the NMSA
How effectively
do these
components
Change
Change
Leadership
Culture
operate?
Figure 11: Change implementation framework adapted from Carnall’s Change Capability Framework
(Davis, 2012).
Explanation of the used components in the model:
Stage 1 – Ambition
It may be difficult to divine the level of ambition in absolute terms as it must always be
relative to the established ‘needs’ of the organization. For example modifications, the
decrease of maintenance costs, or the increase of system availability. However it is important
to establish whether the aims and objectives of any change plan are realistic and achievable,
and linked to capability and past performance. It is also important to establish the ownership
of these ambitions.
Carnall’s definition of what constitutes an ambitious change includes the change having a
relatively wide scope and impact on the organizational structure. However, the change also
needs to take account of the context of the company and the change itself.
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Stage 2 – Change Architecture
As mentioned before, Carnall stresses that a well thought out and structured change
architecture is required. Depended how Telemaintenance and other remote maintenance
techniques could be implemented in an organization. The outcomes of this research will be
filled in the Change Architecture framework regarding the two cases that are described in
Chapter 4.
Stage 3 – Effectiveness of Change Components
The third and final aspect of Carnall’s model is an area that Carnall believes is rarely covered
by other change scholars, the Change Capability of the organization. This is also the most
controversial area, as there are no right answers: how do you ensure that there is sufficient
structure in place to ensure the integrity of the change plan, but still provide enough flexibility
to meet local needs, which is vitally important in order to gain the buy-in from local teams and
allow them to feel ownership of the change in their areas (Carnall, 2007).
Carnall suggests five key components to be examined in order to determine the performance
of the Change Architecture. Each component will be defined and helps diagnosing the
capability of successful organizational change
1. Appropriate Structure
This structure is merely based on the implementation of project management best practices.
And question the following: does the organization have the capability to manage change?
Carnall mentioned that a strategic change will struggle, lose momentum and/or direction and
ultimately fail (as with any project), if the appropriate management processes are not in
place.
2. Resonance
Resonance is the extent that it feels right to individuals. The greater the Resonance the more
likely a change is to succeed. Where staff clearly feels that the change is the right direction
they will take personal ownership of it and its progress.
3. Change Culture
“Is this a learning organization?” is the main question that Carnall asks. With other words do
leaders learn from past experiences and build upon this knowledge? With respect to the
organization, he goes on to ask further questions like: Are the change decisions credible and
evidence based choices? Is the organization solution, rather than blame, oriented? Is there
transparency of processes and decisions?
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4. Change Leadership
Carnall (2004) states “effective leadership is vital” if a strategic change is to be successful.
The previously discussed step model of change identify the need for the leader to animate
the organization, provide a clear vision for the future, and then be seen to actively support
and drive the change.
Carnall (2007) suggests that the key characteristics of Change Leadership are: a credible
change leader, who is accountable and accessible, open to new ideas and sponsors people
in the change (especially “early adopters”).
5. Change Accelerator
When project management tools are used properly these provide a focus on the needs of the
change and more importantly act as an accelerator. Of particular note is that the change
should have an integrated approach. Carnall (2004) comments that a change program
should be organization wide and consist of an integrated set of changes, and that it should
integrate people management practices (human resource management) with organization
change. For example, an unchanged reward system will continue to perpetuate unwanted
behaviors.
In summary, Carnall’s extended Change Capability Framework focuses on the wider issues
of strategic change and the organization’s ability to undertake this change, including whether
the change is suitably ambitious.
3.2.4
Organizational Change within the Netherlands MoD
This paragraph shows literature and studies of Egon Beaart and a project team of DMO
within the Netherlands Ministry of Defense showing experiences with organizational change
programs and changeability and the willingness to change of divisions of the NL MoD.
Various reorganizations within the Netherlands MoD are designed in accordance with the
Planned Change methodology, although with formal and procedural input as established
participation. All changes have a scheduled end date and are more or less executed as a
project. The end date is formally met and the organizational structure and composition are
formalized. However, these (project) documents are read by a few employees but give the
employee not the energy that’s needed to change (in behavior). The process does not reach
the initial implementation of change, because the organization inadequately supports or
strengthens the new behavior (Naald, v.d. en Nijenhuis, 2007). It seems not realistic for the
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NL MoD to stick to a Planned Change approach when the organization is in a dynamic
environment.
Within a change process, it is essential that people in the organization get hold of the change
and that the new behavior will feel as routine for the affected personnel. This process will
take a lot of time and energy by the change agent or manager (Beaart, 2011).
Training courses are often deployed to realize changes in the work environment (Armstrong
& Mitchell, 2008); (Beaart, 2011). However, it is the question if such interventions are useful,
given the fact that these activities often take place outside the work context and
demonstrates the right behavior but most often in a very limited time frame (French & Bell,
1999). When organizations provide training to employees, they typically expect their return
on investment to be immediate. While training is often thought of as a function of
organizational development, training in itself is not an end-result. Training can be considered
to be an Organizational Development intervention, or a step in the process to change.
Therefore, training is a specific strategy by an organization in an attempt to improve overall
efficiency. Training is vital in facilitating any large scale organizational change and
development (Pierce & Hurvitz, 2009).
From work of Mintzberg (2006), called ‘Structures in Five Designing Effective Organizations’
the NL MoD can be observed as a techno structure (Beaart, 2011). With other words the
organization is inclined to want to record as much as possible in protocols, processes and
structures.
Within the NL MoD the techno structure can be translated into the tension between policy
and implementation. In terms of policy interesting and strategic programs are setting up,
such as integrated planning program under the name Enterprise Resource Planning (ERP) of
the company SAP (Secretary of NL MoD, 2009). This program, designed for management
and control of the logistics and financial processes, is implemented in the NL MoD and it is
called SPEER (Strategy & ERP Enabled Process Reengineering). The initiative is good,
however the program has minimal or no connection with the employees (Beaart, 2011).
The NL MoD is very busy with building and developing organizational structure and
programs, but seems to forget that these new structures and programs have to be integrated
into the culture of its organization(s). Senior consultant in Organizational Change
Management Hoogendoorn (2006) says: "the best hierarchical structure - the organizational
chart is layered on the organization. From this traditional management (‘in control’) thinking
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goes besides the determination of the structure also about the distribution of power aimed at
coordinating and maintaining stability. Nowadays, in many organizations is efficient
organizing an aim on itself.”
The NL MoD is without doubt a top-down organized bureaucratic organization. This
organization has a management top with tremendous power. It appears also that an excess
of
hierarchy
creates
non-functionality
and
counter
productivity.
Authoritarian
top
management results in highly filtered information, where the ability of listening is not present.
Hierarchy and bureaucracy are among the core problems of the NL MoD. The rigid
procedures and measures within the NL MoD undermine motivation and commitment of their
employees (Beaart, 2011).
Part of the High Level Design materiel logistics research within NL MoD (DMO/Beleid/Matlog,
2008) is the willingness to change and the change capacity of the organization. The general
findings were:

Change-oriented leadership with a broad (defense) vision is lacking;

Local needs are an obstacle of collective goals;

From planning to implementation get not off the ground.
The change analysis DMO has focused on was the changeability and the willingness to
change of the defense organization and was structured around five themes: leadership,
culture, structure, change history, communication and the level of involvement. The change
management analysis was intended to provide insight into current best practices and barriers
to the success of the High Level Design process for Materiel logistics. The results of this
research were guiding for the next stages of the project and is presented in § 3.3.
3.3
NMSA Research Environment
This paragraph describes the environment of the NMSA were the developed change strategy
will be modeled. The NMSA research environment is extended, not only the NMSA itself as
an organization, but also its customer the RNLN. Existing literature of the NMSA and defense
in general will show the conditions and requisites of the NMSA who are needed to implement
Telemaintenance on a successful manner.
Research of Arie Jan de Waard (1999) regarding the organizational fusion of the Royal Naval
Dockyard with the SEWACO company at the end of the nineties stated that the NMSA is a
non-flow large scale maintenance organization. These kind of organizations shall experience,
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and are characterized by: a high degree of uncertainty in the composition of the work
package, the preparation phase, and the work execution phase, experience increasingly tight
requirements on product quality, process reliability, flexibility, and short lead times and are
under pressure te expand their responsibility towards an integral maintenance concept. The
latter is covered by the introduction of the integral maintenance management approach of
Asset Management Control within the NMSA by Stavenuiter (2002).
Another research within the NMSA, executed by Job Baas in 2004, confirms the research of
de Waard that transformation to a performance driven maintenance organization, the soll
situation of the NMSA regarding its culture, must comprehend continuous learning,
innovation and improvement. This all should support the optimization of the lifecycle of a
system, which is the main responsibility of the NMSA organization.
Also, several aspects of the desired culture of the NMSA underline a strong focus on the
customer and a continuous orientation on results. According to the management of the
NMSA their employees must achieve excellent work that should lead to create sustainable
customer value and achieve results that delight all stakeholders of the organization (Baas,
2004).
This concludes that the desired soll situation of the NMSA is characterized by an
organization who is highly flexible and who must be able to adapt new situations in a short
period of time. The NMSA customers expect tight requirements on product quality, process
reliability, flexibility, and short lead times. This requires an organization that is in control to its
internal processes regarding quality assurance and logistics. The NMSA is responsible for an
integral maintenance concept to be cost effective and optimize the systems life cycle for its
customers.
The aforementioned High Level Design research is focusing of the changeability and
willingness to change and covered also the affected and affecter of the future
Telemaintenance implementation, namely the RNLN and the NMSA. Due the facts that
change implementation will affect the NMSA (as maintainer) as well as the RNLN (as user).
Both organizations change capabilities and risks are presented. Research of van Gijn (2009)
completed to overall compilation of the changeability of the NMSA and RNLN of its pros and
cons.
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NMSA
NMSA
•Increasing scope for bottom-up initiatives;
•Initiating initiatives to look outside the existing structures;
•Strong focus on developing leadership skills;
•Frequent job changes bring fresh blood into the organization, change is
done with the new guard;
•The NMSA is proud of the products they deliver;
•Many changes are imposed from ‘the Hague’. It cannot participate in
decision making.
•Rigid rules and procedures have made it difficult to change;
•Many projects have never seen daylight and no visible contribution is seen
in improving business processes and results;
•Employees often doesn’t understand the purpose and need for change;
•Strong subcultures are being in the way of broad defense objectives;
•Slow responses on changes in their environment;
Able to
Change
Obstacles for
Change
Figure 12: The Pros & Cons of NMSA changeability (DMO/Beleid/Matlog, 2008)
Analyses of the pros and cons of the NMSA indicate a well understood separation of
responsibilities (who is accountable for what?) must be introduced in project- or program
management when ‘The Hague’ is directing a new introduction of systems or organizational
objectives.
Innovative activities or plans must be facilitated from the work floor to top
management and the organizational structure (procedures, policies, etc.) must comprehend
these initiatives. NMSA employees are getting tired of change, when no results are
communicated by management regarding if the desired situation was established or was it
effective? Communication of management to the work floor is poor in relation to the purpose
and need of the change. Why are we doing this? And corporate communication and
participation of different departments (in multi disciplinary teams) is lacking to overcome the
different “islands” objectives within the company to cooperate with each other and achieving
broad defense objectives and goals.
On the other hand, the people who are working for the NMSA are proud on what they do and
what they deliver to its customers, that job hopping can facilitate change by introducing new
skills and broad experiences and the structural focus on leadership skills. This is needed for
complex implementation processes. Overall a clear distinction is visible when the pros of
changeability are merely focused on the individual and the cons are merely focused on the
organizational structures, procedures and corporate communication.
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RNLN
RNLN
•Organization is constantly changing (= constant);
•Changes are usually imposed by top management. The management is
increasingly nurtured bottom up with change needs;
•Initiatives with an operational character count on the maximum support of
the organization;
•Strong corporate culture: strong binding by the same background, strong
loyalty per color, joint and purple are slowly reality (but willing to integrate
when their own identity is still recognizable)
•Constantly changing, the period of changes are short, it takes much effort
but little visible result, results in change fatigue (''Seeing is believing'');
•Changes are usually described on paper;
•Different leadership styles together; leaders limping between two
thoughts - top down versus bottom-up;
•Need for autonomy, collective defense objectives conflict with its own
objectives;
Able to
Change
Obstacles for
Change
Figure 13: The Pros & Cons of RNLN changeability (DMO/Beleid/Matlog, 2008)
Analyses of the pros and cons of the RNLN indicate that the RNLN is constantly changing,
so they employees are known and used to change in their daily work activities. The changes
are usually imposed by top management. And management is increasingly nurtured bottom
up with change needs and swiftly changing requirements. Especially in new materiel, for
instance new ships and additional functionalities onboard ships (in form of modifications and
procurement of new systems). When these changes have relation to the operational
character, the initiative can count on maximum support, if the required process is followed. In
this case is the required process the requirements process of CDS/DOBBP (Directorate of
Operational Policy, Requirements and Plans). Also a positive element is the strong corporate
culture, especially when people are working together of the same Operational Command.
Cooperation with the army or air force is not popular.
The backside of the RNLN is that constantly change will sees to it that period of change are
short. It takes much effort to change but there little visible results, that results n change
fatigue. Also the changes are usually described on paper and no participation or (personal or
face-to-face) communication is established. Military takes a lot of effort in leadership training
where situational leadership is educated at the moment. This creates leaders limping
between two thoughts – top down vs. bottom-up. And communication of defense objectives
is lacking, because the RNLN has difficulty of releasing its autonomy for the sake of
collective defense objectives instead of its own objectives.
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3.4
Recapitulation of Literature Findings
Literature research provides three factors of change influence on employees when
Telemaintenance is implemented:
Autonomy – influence on the ships management and command.
Although the ship will hand over autonomy when using Telemaintenance, the ship will get in
return more resolving power (knowledge).
Knowledge distribution – a better and more effective distribution of knowledge, but with
tension of scarcity of maintenance skills. This requires a basic set of knowledge that must be
available on the ship. The main requirement is that the available knowledge onboard must
support Battle Damage Repair.
Shift from reactive to proactive maintenance – the shift of the maintenance environment
from diagnostics to prognostics. The practices will change for the engineer to maintenance
environment of Fail and Fix to predict and prevent activities.
These factors will initiate choices to be made in the design process of new build ships or
modifications by creating redundancy in critical systems onboard, or maintaining of certain
maintenance knowledge on board. Also the Telemaintenance Expert Center will not focus on
handling large amounts of regular and easy maintenance, because this creates a high
degree of dependency. The main focus must is on non-regular and complex (corrective)
maintenance. This reduces the dependency on the shore to a certain extent.
These three factors of influence (changes) will impact the establishment of maintenance
levels in the NL MoD as described in table 1 (p. 41). The allocation of the different levels of
maintenance will shift when Telemaintenance is used. How the current maintenance levels
look like within the RNLN supported by the NMSA is presented in table 4. When specific and
specialized maintenance knowledge is not present anymore on the ships but concentrated
on the shore, the complexity of maintenance activities and its frequency shall be adjusted. An
example is the research of Marc Jongen (2010) where the introduction of Remote Online
Condition Monitoring developed a reduction in OLM activities on board the ship and implies a
change in training and education of the engineers, maintenance support, and allocation of
employees.
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Level of
Characteristics of activities
maintenance
OLM
Responsibility of the operational unit.
Execution of maintenance by engineers of the operational unit
By whom?
Ship’s crew and crew of
the shore support team
(Walondersteuningsploeg)
Responsibility of specialized maintenance unit who is not part of
ILM
the operational unit.
NMSA and CAMS
4
Maintenance is taken place in the operational environment.
Responsibility of specialized maintenance unit who is not part of
DLM
the operational unit.
NMSA and CAMS
Maintenance is taken place not in the operational environment.
Table 4: Classification of maintenance levels within the RNLN (DMO/Beleid, 2007).
Literature of Change Management provides the construct of change approach where the
solution is sought in an experienced based design. Carnall developed Change Architecture
as most effective strategy for strategic change by introducing a small number of changes and
to ensure that they are sustained by devoting in learning. The last argument for favor, Carnall
depicts about the Change Capability of the organization.
For implementing the results of the primary research activities, a model is chosen to
implement the change in a structured way, and who is flexible enough to introduce specific
issues, subjects who plays a role in the context where the change implementation is
executed. The model that is used is adapted from Carnall’s Change Capability Framework
and is developed by Davis (2012). Davis based this model on Carnall’s work “Managing
Change in Organizations” (2007).
This model will incorporate the specifics, the changeability of the affected organization and a
structured approach who helps the implementation of change.
4
CAMS is Centre of Automation and Mission-critical Systems and acts as software developer and software /
system support of the Combat Management System (CMS) onboard Dutch naval ships.
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4 PRIMARY RESEARCH RESULTS
The primary aim of the survey is to validate the theoretical methods as found during the desk
research and to test the theoretical methods into practice.
4.1
Field Survey
The main objective of the survey is to find out if, to what extent and how successful Change
Management methods when utilized during a Telemaintenance implementation. The external
participants will be identified who have implemented remote maintenance techniques in their
maintenance processes or at their customer’s organizations. The focus will be on defense
technology/systems suppliers especially those in the maritime sector that have a long
relationship with the RNLN. To give input to the survey, the conditions of the NMSA must be
clear. The chosen approach is to perform an organizational culture research. An effective
research is the Organizational Culture Assessment Index of Cameron and Quinn (1999).
This analysis is an extension and validation of the NMSA research environment as discussed
in § 3.3.
4.1.1
Organizational Culture of NMSA
To address and describe the environment of the NMSA, an organizational culture research is
needed. It is essential to have a starting point and a benchmark of the culture of the NMSA
before Telemaintenance is implemented. This will indicate the characteristics and conditions
of the organization and which change management approaches are appropriate for
consideration in line with the company’s structure, habits and work processes.
4.1.2
The Organizational Culture Assessment Index (OCAI)
The Organizational Culture Assessment Index (OCAI) is used to identify the organization’s
current culture. Because the culture of most organizations is invisible and taken for granted,
most organization members have a difficult time identifying or describing it. The use of the
OCAI test is easy and very basic and doesn’t require additional activities or competences to
achieve research data and analysis.
The OCAI is based on the Competing Values Framework (Cameron and Quinn, 1999). This
framework helps to organize and interpret a wide range of organizational phenomena. Four
dominant culture types emerge from the Framework. Hierarchy, Clan, Market and Adhocracy
cultures, see figure 14.
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Figure 14: The four quadrants of the OCAI test based on the Competing Values Framework
(Cameron and Quinn, 1999).
The responses on the OCAI test highlight aspects of the organizational culture that identify
its general culture type. The OCAI test will focus on some core attributes of an organization
that reflects its culture. The ratings of these core attributes produce an indication of the types
of culture that are dominant in your organization.
Each quadrant is named after its most recognizable characteristics: Clan, Adhocracy, Market
and Hierarchy. The questionnaire is divided in six clusters. Each part consists of four
statements amongst which the respondents are to divide one hundred points. The four
statements are linked to the four quadrants. The first phrase can be placed in quadrant A
(Clan); the second phrase can be placed in quadrant B (Adhocracy), etc. The six clusters of
phrases are the following:
1. Dominant Characteristics;
2. Organizational Leadership;
3. Management of Employees;
4. Organizational Glue;
5. Strategic Emphases;
6. Criteria of Success.
The questionnaire can be found in Appendix B. Scores given to each quadrant is totaled and
the averages are transposed onto the graph. The graphs are a visual representation that can
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be easily interpreted and compared with other outcomes. This graph constructs an
organizational culture profile of the NMSA.
4.1.3
Results of the OCAI test
Based on 16 respondents of the NMSA, who are representatives of all departments within
the company (see § 1.6), the following profile is established, see figure 15.
Figure 15: Naval Maintenance and Support Agency OCAI profile of the present culture.
Emphasis of the organizational culture of the NMSA is on the ‘Hierarchy’ quadrant of the
profile and less on the ‘Clan’ quadrant.
Hierarchy is characterized by a formalized and structured place to work; it has a multileveled
hierarchy within the organization. Procedures govern what people do. Effective leaders are
good coordinators and organizers. The long term concerns are stability, predictability, and
efficiency. Formal rules and policies are the fundament of the organization.
Clan, it is called a clan because of its similarity to a family type organization and can be
described as companies were teamwork, employee involvement and enhanced corporate
commitment to employees. Basic assumptions in a clan culture are that the organization is in
the business of developing a humane work environment, and the major task of management
is to empower employees and facilitate their participation, commitment, and loyalty. Clan
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culture is typified as a friendly working place where the organization is held together by
loyalty and tradition.
The least significant type is the ‘Market’ quadrant. The relationship with their clients, in this
case the operational user of maritime assets, is rather based on social relationships than on
a high costumer values. The adaptability for fast changing environments and the involvement
of customers are not incorporated in the present way of working within the NMSA. It has a
lack of competition and no incentive system to support goal achievement. It is oriented on the
internal affairs instead of the external environment.
Also a part of the extensive research within the NL MoD by Beaart (2011) is the
organizational culture. This research validates the outcome of the culture assessment survey
within the NMSA: Beaart measures the culture of the NL MoD and it is clear the organization
is internally focused. The “Family culture” and “Hierarchical culture” is also dominant present.
The MoD is characterized in particular by “Family culture” in drinking coffee, social meals
(traditions) etc. The “Hierarchical culture” of the MoD is characterized by to be in control for
everything (procedures, bureaucracy), to monitor and not assuming that personnel have their
own responsibility. The “desired culture” shows a more external orientation and greater
flexibility and freedom of action. Also, the desire for less hierarchy is present. The desired
situation is in line with the addressed shortcomings of the NMSA as described in § 3.3.
4.1.4
Conclusion of NMSA Change Conditions
To summarize conclusions of the conditions for implementation: Literature tells that NMSA
must comprehend continuous learning, innovation and improvement, for supporting its tasks
for optimizing the lifecycle of maritime assets in conjunction with the Asset Management
Control approach. Also a strong focus on the customer and a continuous orientation on
results shall define the organization (see § 3.3).
Executed OCAI research within the NMSA shows that the organization is more focused on
the “Hierarchy” and “Clan” quadrants and less on the “Market” quadrant and is validated by
the research of Beaart as described in § 3.2.4. This explains why the NMSA operates on
procedures, formal documents and bureaucracy. That is why the orientation of the company
is directed internal instead of the external environment. The working place sphere is friendly
and humane, but the organizational focus is not at the value added chain for their customers.
Also the ability to change is not incorporated in the way of working and thinking. It has a lack
of competition and no systems to support goal achievement. Also the remarked ist situation
of the NMSA by van Gijn (2009) is in line with the executed OCAI test.
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Telemaintenance requires an organization that is flexible to cope with the implementation
process. This process will establish a new way of working were the focus is more on the
value added chain for its customers. Because Telemaintenance will solve organizational and
technical issues of its customers, in this case the RNLN (see § 1 and § 3.1). This
implementation requires a change of working habits and organizational structures. To
change the current state of inability for changing and being flexible a strategy must be
defined.
This strategy must lead to an organization that is innovative, has an intrinsic need to improve
and is able to learn continuously.
4.1.5
Survey
Quantitative research has been carried out through a survey. As technique for data collection
questionnaires have been chosen. The choice of questionnaire will be the structured
interview method; researcher physically meets respondents and asks the questions face to
face (Saunders et all, 2007). The aim of the survey is to find out if, to what extent and how
successful Change Management methods are utilized during a Telemaintenance or other
remote maintenance implementation.
The questionnaire for the survey was developed in an iterative process through literature
review and conversations with various experts in the area of Telemaintenance and Change
Management. Mainly open questions have been used in the survey in order to give space to
the respondents for inserting own ideas and comments.
To make sure that the intention of the survey was well understood a presentation is given
prior the execution of the questionnaire by the participants. Additionally it was guaranteed to
keep the information gathered by the survey confidential, this to increase the reply rate.
Because of the small sample size it has to be mentioned that the data will not be statistically
significant. However, they highlight differences and similarities. Tables have been chosen as
the best way to display the results in order to identify trends and patterns and compare the
data received. The tables contain written descriptions of the replies. See Appendix C for the
questions, reasoning per question and answers that are found in the survey.
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4.1.6
Change Architecture as structure for Survey
The questionnaire will be structured and developed according to the Change Architecture
approach of Carnall (2004). This approach is selected because of its explicit interest and use
of developing a strategy how to approach a change set up. The results of the NMSA change
conditions indicates an approach who preserves all specific NMSA characteristics, pitfalls
and peculiarities. Carnall gives a description how to design and organize processes of
change.
4.1.7
Selection of the participants
This paragraph will tell which participants of the survey are selected en why they are
appropriate as subject for research. A small description is given in which context the
company is related to remote maintenance concepts.
4.1.7.1 Wärtsilä
The Wärtsilä Company has already experience with remote monitoring and maintenance
methods as element of their after sales activities. Propulsion Condition Monitoring Service
(PCMS) of Wärtsilä is one of them and collects operational information from the propulsion
system, performs trending and provides status reports on the equipment condition (Wärtsilä,
2011). Ship owners and operators have access to the status reports, which helps in
determining the operational and maintenance costs and for verifying the business models of
the vessel. This enables the crew to enhance operations, minimize the asset risks and
ultimately reduces the lifecycle cost of the assets. PCMS is available for the following
propulsion systems, not restricted to Wärtsilä equipment only:

Steerable thrusters

Transverse thrusters

Controllable pitch propellers

Electric pods

Waterjets
4.1.7.2 Imtech Marine & Offshore
Imtech latest development is an Integrated Bridge System in concept (Imtech Marine &
Offshore, 2011), who included ideas like permanently-available shore-ship communication,
interactive electronic support for trouble shooting and electronic documentation. The design
with its focus on the tasks of a marine operator was radically different from the integration
vision of those days, a vision of realizing rudimentary interfaces between bridge equipment
and installing these individual components in a single bridge console. By contrast, it included
Electronic Chart Display Information System (ECDIS), and autopilot functionalities distributed
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over five multi-function workstations with two main task positions (navigation and collision
avoidance). The bridge was regarded as the center of control for the whole ship, of all
automation systems, to be run in normal mode or in simulated (training) mode.
Today broadband, electronic documentation, multi-function workstations and support via
Internet are common. Remote monitoring and control (from the bridge of a ship and even
from positions ashore) is no longer 'a futuristic idea' and the same can be said about bridge
equipment with embedded training facilities.
Imtech presented a vision on future ship automation solutions. They identified two themes to
guide her development plans for ship automation solutions, with a prominent place for those
at the bridge of a ship.
4.1.7.3 Thales Naval Systems
The Thales Integrated Mast is a housing that accommodates all major radars, sensors and
antennas of a naval vessel see figure 16. It will change the appearance of naval vessels.
A further aspect that reduces costs for Thales customers is the decrease of maintenance.
Not only do non-rotating radars require far less maintenance, but the little maintenance that
is required can be performed in the protected, sheltered environment of the Integrated Mast,
meaning that it is no longer necessary to wait for repairs until weather conditions are safe
enough.
The Integrated Mast requires considerably less maintenance than traditional sensors and
contributes substantially to the reduced manning concept. With a full range of specialized
services to support naval equipment and systems all over the world at all levels of
maintenance, Thales experts are available to carry out any type of corrective or preventive
maintenance task on site or using remote maintenance solutions (Thales Naval Systems,
2011).
Figure 16: The Thales Integrated Mast product range (Thales Naval Systems, 2011)
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Additionally, Thales offers in service support for the APAR and SMART-L Radar systems
onboard the Air Defense and Command Frigate (LCF) to DMO and the RNLN. This support
will deliver remote diagnostic capability for OLM and ILM. The remote diagnostic capability
will support the local maintainer onboard when complex system faults occur. An alternative is
the facilitation of ILM diagnostic reports who can be send by the ship’s crew to the shore for
support. These reports are more in depth that regular Build In Test reports integrated in the
ships Combat Management System and/or local maintainer terminal.
To support maintenance personnel, Thales has acquired a wireless and wearable
communication system. This system, Frontline Communicator (a product of AudiSoft
Technologies) enables full bi-directional communication with real-time transmission of video
images with someone located offsite.
The Frontline Communicator tool was demonstrated in June 2011 during a technical
engineering session in the scope of the In Service Support contract for APAR and SMART-L
Radar systems for the Netherlands and German Navy.
The Frontline Communicator was configured and connected via a dedicated computer at the
Thales helpdesk location. For security reasons this helpdesk computer is completely
separated from the normal network and is always in listening mode. So if the need for a
remote connection occurs only the remote tool have to be switched on and automatically the
Frontline communicator searches for the Thales helpdesk computer.
During this event a connection via the Thales Wi-Fi network setup was arranged and a small
test was done. The camera was working correctly and moving images could be seen on the
monitor at the helpdesk. Also a laser pointer integrated within the Frontline is activated when
the camera is switched on and points out the object to be looked at. Also still static images
were transferred to and saved at the helpdesk computer. With a separate mini camera
mounted on the side of de Frontline Communicator detailed macro images were made.
During the research period Thales continues to test the Frontline communicator with other
parties.
4.1.7.4 Tedopres International
The consortium of Tedopres International, BlueTea & Dutchear presents the System for
Asset Maintenance Management (SAMM) in the innovation contest of DMO Research &
Development department (Defensiekrant, 2009); (DMO, 2011). This new system concerns a
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new way of maintenance, in which the operational availability and maximizing the product life
cycle are key elements.
Tedopres, BlueTea and Dutchear gives a view on new technologies; augmented reality,
telemaintenance and voice activation integrated in SAMM. Technologies that contribute to
more efficiency, safety and cost savings in maintenance processes. They can be used for (in
field) trainings too. With these new technologies, maintenance information and –status are
available at any place, and will always be up-to-date and easily accessible. Directly and
interactive support for your maintenance technicians on site.
The revolutionary SAMM-system consists of glasses with a camera, where information can
be projected onto the inside of the glass. With this, a maintenance technician can easily (at
any place) perform complex maintenance activities. This is supported by speech technology,
3D technology and augmented reality. With the help of SAMM, making a system diagnosis
can be done anywhere. It enables you to transfer the knowledge of the maintenance process
to whatever location. SAMM’s goal is to maximize the operational availability of assets and to
prolong the life cycle.
The camera device will recognize the object, and the display will present the desired type of
information, including product information, maintenance procedures, etc. by using
augmented reality technology, see figure 17.
Figure 17: Camera device who recognize object and displays desired information
in combination with Augmented Reality.
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4.1.8
Results from quantitative research (Survey)
The results of the survey are presented in the next section. The main opinions and trends are
described and differences in the answers of the participants are mentioned. Each question
of the survey and its intention is presented as well as the result that was obtained from it. A
detailed summary of the results can be found in Appendix C. The companies participating in
the survey are not named explicitly to its answers to the questions, because it was
guaranteed to keep the information confidential.
The first question about the most important goals to define for the implementation of a
remote maintenance solution, like Telemaintenance respectively the most important reasons
for the decision to implement a remote maintenance system, therefore intents to find out the
context and scope of the implementation. Overall, increasing system availability and
reliability is viewed as the most important reason for implementing a remote maintenance
solution. Supporting the local engineers by knowledge sharing, and reducing maintenance
associated costs are also viewed as important goals. While most of the answers of the
participants are similar, differences can be found regarding the usability of maintenance
information and efficiency of information finding by the local engineers.
The intention of the second question asking who generally is involved in the maintenance
process is to find out what departments and stakeholders are typically involved in the
maintenance process (when a problem occurs, how will the organization execute activities to
solve the maintenance demand?). The User of the system, System/Maintenance
Management, Customer Service (service departments) are mostly named to be involved
besides the typical departments like the Engineering department. Sales, Marketing,
Purchase and R&D department seems to be less involved.
Question three is about who has access to and is using the remote maintenance method,
this in order to find out the scope and penetration of the remote maintenance method. A
difference is made between using and accessing because having access does not
necessarily mean that it is also used. Service engineers (giving latest status of system),
dedicated engineers for monitoring and analyzing data (Service Desk), System and Software
engineers can become applicable of accessing and using remote maintenance data.
Having a vision is viewed as essential by many researchers for initiating and managing
change (Kotter, 1995). The fourth question therefore aims to find out if a vision is connected
with the implementation of a Telemaintenance system. Carnall states that change
architecture is focusing on creating a new future, this new future must be declared by
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management in a new vision, to motivate employees and give direction (Senge, 2006). The
answers of the participants are heterogonous; half of the answers state there is no separate
vision on remote maintenance, company’s sees remote maintenance as a product exposing
the company’s capabilities and to comply with performance requirements. Other half
indicates that a vision is defined in conjunction with their customers.
A strategy is defined how to reach the 'to be' situation. Participants indicate that not always a
strategy is defined, but companies who do create a strategy are aiming on a win-win situation
with the customer via communication of information by demonstration, presentations and
whitepapers. A participant remarks that strategy creation of remote maintenance is driven by
the technology push, rather than market demands.
Establishing a pilot group is viewed by researchers as important element to successful
implement change and to minimize risk (Senge, 1999), (Doppler, 2004), (Carnall, 2004).
Question number six therefore asks if a pilot group is established during a Telemaintenance
implementation. Also, learning by doing, learning by use and learning from failure are the
three learning modes of Carnall (2004). Participants agree that doing pilots is important. One
participant acknowledges doing pilots to test the technology before implementing the
technology within the customers systems for minimizing risks. Concluding the answers on
this question is that a pilot is not used to convince customers to work differently or to show
that their current way of working must be changed.
The reduction of productivity and motivation is typical at the beginning of a change process.
Therefore the intention of question number seven is to find out if the productivity is influenced
during the implementation phase in order to draw conclusions to the appropriateness of
different Change Management strategies. Analysis of the participants answers shows that
the part of the organization that ‘delivers’ the maintenance remotely however may experience
a boost in productivity. Centrally located experts get more responsibility and are motivated to
do their work. But if the strategy/vision and commitment needed from both parties are not
clear and clearly understood for everybody involved this might end up in a situation where
productivity is suffering.
Changes in processes as well as in the organizational structure and culture are regarded by
some researchers (Cameron and Quinn, 1999), (Carnall, 2004) as prerequisite for a
successful Telemaintenance implementation. Therefore, the aim of question number eight is
to find out, if, in practice, appropriate changes take place. On a technical point of view
security issues must be solved in front of the implementation, on organizational point of view
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activation of interaction between the transmitter of remote maintenance and the receiver of
remote maintenance, also training of the crew is noted as an important factor to facilitate the
change.
Question number nine intents to find out how well the implementation of Telemaintenance
and the changes resulting hereof are communicated since this is an important element of
Change Management (Doppler, 2004). The survey shows that the acceptance of change is
at max when all stakeholders get the goals of the change clearly. Moreover the necessity of
the change should be reasonable for everybody involved. A participant tells that
representatives of involved people were invited to collaborate on setting up requirements and
setting up a design. People were informed about the change during the setup of the new
maintenance center application.
The aim of question number ten is to find out what changes are required in the organizational
structure to support best the implementation of Telemaintenance. If there is a well
established maintenance organization within the customers company there is no need for
any big changes as we should not rebuilt something that is working. Changes in the
organizational structure must aim for optimizing the chain of doing maintenance: so,
minimum response time to achieve system availability, minimum likelihood of people making
errors and the maximum satisfaction of people involved. Overall conclusion is: centralizing
experts, centralizing responsibility, for instance in a centrally service desk equipped with
experts supporting and guiding the local engineer remotely.
Question number eleven asks for Change Management methods and tools that are utilized
during a Telemaintenance implementation like aligning and mobilizing leaders and vocal and
visible support from senior management (walking the talk). No one of the participants of this
survey understands and is conscious of (general) Change Management methods. This
indicates that the uses of (partly) these methods are executed unconsciousness.
Coaching plays an important role during the change process especially during the initial
phase. Question number twelve therefore aims to find out what kind of training users receive
during a Telemaintenance implementation. Of special interest has been the question if other
than technical functionality is trained like working in a team to successfully deal with the new
environment. Actually there is no much technical training needed at the customer side, only
training for use of the tool and features that is build into the system. More important is the
communication for the ‘effected’ employees why we are doing this, who are responsible for
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what and so on. A kick-off meeting is established for communication with all involved parties
when a remote maintenance system is taken into use.
Question number thirteen tries to find out the main barriers and problems during a
Telemaintenance implementation. Especially interesting in this context has been the question
if the problems can be located in the organizational culture and people related issues or if
they are centered on technical aspects. Both are mentioned in the survey. Miscommunication
and coordination between different parties in the implementation stage are common aspects
of people related problems. Especially to convince the more experienced (older) engineer to
trust the technology on remote infrastructures, the adaptability by the employees of their
work processes to the new maintenance center application and the shift of responsibility are
examples of problems. The technical aspects that are addressed are the security aspects,
restrictions in IT related things like firewalls, what is allowed to be send out from a ship, how
frequently, and so on. If this is well communicated ahead of the implementation stage
already a greater possibility to have a successful implementation of the system is achievable.
Aiming to find out what factors positively influence the success of a Telemaintenance
implementation. The answers shows two aspects: overcome the technical barrier of security
related issues and the organizational aspect of informing and including all stakeholders
during the whole transition process, because of their common interest and benefits.
Question fifteen asks if the results of a Telemaintenance implementation are satisfactory
respectively deliver the promised results. The question intents to relate the success of an
implementation to the utilized Change Management methods and tools in the implementation
phase. For defense related companies, only one participant has figures of results of this
service. Other participants are in the pilot stage prior to offer these kinds of services to
customers. Nevertheless, indications of ‘pilot’ staged companies of these services are
positive, what is validated by the company who has extensive experience with this kind of
service. Another explanation suggests that project benefits are overestimated (positively) at
the beginning of the project because otherwise management would not have invested in the
remote maintenance system.
Question number sixteen deals with the Return on Investment (ROI) measurement of the
Telemaintenance implementation. Results show that a calculation of ROI is only done by the
company who already delivers a remote maintenance service to their customers. This
company indicates that rough ROI figures shown a decrease in maintenance costs of 10 till
20%. Other companies believes that infrastructural and organizational change for remote
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maintenance is very low compared to the benefits of decreasing costs and that this is the
reason to start working and exploiting these services.
When the implementation is completed within the organization(s), the question is intended to
survey if there are performance indicators established or other measuring methods for
monitoring the progress internally and externally (benchmarking). This question is related to
the first strategic change process of Carnall (2004). No answers show monitoring after the
implementation phase, only monitoring of use of the product is executed. During periodically
planned workshops, the provider and the customer collaborate to measure the progress and
solve problems of the system what is reported.
The next question, number eighteen, is to which extent the customer can influence the
implementation process, to discover the commitment to action plans, the third required
process to achieve strategic change (Carnall, 2004). The answers from the participants were
unambiguous. The customer, were the Telemaintenance solution is implemented, shall
compile the systems requirements. How everything would be implemented should not be
within the customers influence, but is the responsibility of the service provider. During
workshops the provider and customer communicate and discuss the progress and solve
problems when needed to.
The next question is to find out the structures of relationships between employees,
customers and suppliers because continuity and stability in these relationships allow for a
flexible and cooperative response to change (Carnall, 2004). Answers show that
relationships are not well formed yet; service provider’s delivers technology, infrastructure for
remote support, and only support the delivered systems. Liability aspects play an important
role. The relationship is relatively loose: both the customer and supplier have ideas on
remote maintenance. These ideas are globally analogous, but differ at detailed level. The
overall efficiency and effectiveness of the collaboration can be improved, for example by
making sure that an architect from the customer’s organization closely collaborates and
communicates with an architect from the supplier.
Question twenty is to examine if the change is executed as an organization wide approach
(Carnall, 2004). Participant’s answers shows that an integral organizational wide approach is
not common when implementing remote maintenance systems / methods. A participant
answered that Remote maintenance is offered as a tool to support the delivered remote
maintenance systems on certain projects. Remote maintenance is not implemented as part
of the service provider’s vision on service at the moment. Another participant indicates that
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an organizational wide approach is the case of operation when implementing or are willing to
do this in the future.
4.2
Interviews
For this research earlier experiences within the NL MoD are used to stipulate the impact on
employees and the organization when change appears by means of a remote maintenance
implementation. In this the attitude and behavior of employees and the effected organizations
are described from an existing case. Interviews are chosen as qualitative research method
since it seems the most appropriate method to get an understanding of the cases. Action
Research methodology is executed on the participants of the case studies. Participants are
questioned about what is effectively changed in their work situation and how they are
experiencing this.
All of the interviews were unstructured and informal so as to get unbiased opinions of all the
participants and deeply understanding of the situation. The interview descriptions as rough
results are recorded in Appendix D.
4.2.1
Introduction of the case studies
A case study must be comparable to the implementation of Telemaintenance as an early
experience.
These case studies are suitable for this research, because:

The implementation is in the same area of work environment, namely the Dutch
defense forces.

The implementation is in the same area of material logistics context, namely remote
maintenance concepts.

The implementation uses the same actors: Operational Commands, Defense Materiel
Organization, and its maintenance companies.
A valuable contribution to remote maintenance concepts will involve addressing real
problems in a real Telemaintenance context. A context particularly suited for the application
of an Action Research strategy.
4.2.2
Action Research
The origins and basic ideas of Action Research can be traced back to the psychologist Kurt
Lewin, who has been attributed with the use of the term “action research”. However, Action
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Research is not so much one methodology as a collection of approaches that aims to:
“…contribute both to the practical concerns of people in an immediate problematic situation
and to the goals of science by joint collaboration within a mutually acceptable ethical
framework” (Romsdal, 2009).
Action Research differs from other research strategies because of its explicit focus on action,
in particular promoting change within the organization (Saunders et all, 2007). The strengths
of Action Research strategy are a focus on change, the recognition that time needs to be
devoted to diagnosing, planning, taking action and evaluating and the involving of employees
throughout the process.
4.2.3
Selection of Case Participants
This paragraph will tell which participants of the interview are selected en why they are
appropriate as subject for research. A small description is given in which context the case is
related to remote maintenance concepts.
4.2.3.1 Case Remote Online Condition Monitoring - RNLN
In this case Remote Online Condition Monitoring of Marc Jongen (2010) is used. Action
Research methodology is executed on the participants of ROCM case study. Participants
(respectively on board and ashore) are questioned about what is effectively changed in their
work situation and how they are experiencing the change.
The strategic vision proposes the purchase of four Ocean going Patrol Vessels (Maritieme
Visie 2030, 2009). These Ocean going Patrol Vessels (OPV’s) are meant for missions in the
lower levels of the spectrum of violence and needs less functionality than the traditional
frigate. To reduce the operating costs of the OPV a shift in maintenance concept from use
based maintenance to condition based maintenance is intended. In the program of
requirements two demands target to realize this shift in maintenance concept, namely:

Online monitoring;

Outsourcing of data analysis, possible upload of data to the shore.
Based on these demands the new concept of remote online condition monitoring (ROCM)
could be a logical solution. In the thesis of Marc Jongen (2010) ROCM is defined as a
maintenance technique based on the continuous measurement and interpretation of data
based on preset warning and alarm levels and on trends. The data can be accessed
remotely so specialists in another location (on the ship or ashore) can further analyze the
data when necessary without being actually present.
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To be able for use of ROCM new hard- and software must be installed on the ship and
personnel on the shore and ship must be trained. This means in general that a new system
configuration is implemented on board of a ship that alters the work process locally and
ashore.
The new ROCM system is connected with the Platform Management System (PMS) of the
ship, so the crewmembers were alerted when an alarm level is exceeded.
ROCM is considered as a maintenance concept. ROCM will develop a reduced need for
Organic Level of Maintenance (OLM). This is the direct affect on the crewmembers related to
their work activities. Also a decreased workload for C&PM (Condition & Performance
Measurement) department is addressed in the study. The maintenance concept of some
systems of the ship will be altered when considering ROCM; this implies a change in training
and education of the engineers, maintenance support, and allocation of employees.
4.2.3.2 Case Fennek vehicle Maintenance Modernization Program - RNLA
The Fennek reconnaissance vehicle within the Maintenance Modernization Project (MMP)
(Vlies v.d., 2011) is assessed as case study for this research. The MMP acts as a universal
application platform for integration of systems, activities and information for the benefit of
education/training, diagnosis, troubleshooting and support. The MMP is a coherent software
system which consists of information- and knowledge databases. These databases give
unambiguous access which enables semantic searching and allows context sensitive
navigation through these databases. These databases comprise:

Electrical drawings

Hydraulic schemes

Technical manuals/documents (IETD)

Diagnosis of databases

3D models with their applicable functions

Maintainer forum

Virtual training examples
The overall objective of MMP program is:

Support of the Engineer during training;

Support of the Engineer during operational mission;

Service desk facilities for the Engineer when he is asking for support.
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4.2.4
Interview techniques
The interview questions shall be developed in accordance to experience again the change
participants have experienced before when an implementation of new technology had
occurred within the NMSA or defense organizations in general. This experience of a
technology implementation will be used as an example when Telemaintenance will be
introduced. The choice is made to use Action Research techniques, caused by the lack of a
‘live’ pilot within the NMSA during the research time frame of this thesis. A pilot, when
occurred, could be observed and collective reflection could be carried out to collect data.
Unfortunately this is not the case at this moment.
4.2.5
Interview circumstances
Bias in information collection is a distortion in the collected data so that it does not represent
reality (Valenzuela and Shrivastava, 2002). In this case the effect of the interview on the
participant. The participant may mistrust the intention of the interview and avoid certain
questions or give misleading answers. Also the participant of the research has its own
experiences with the subject but can be influenced by other actors with their (personal)
opinions, see figure 18 for the analysis of biased or unbiased information.
Figure 18: Model for analyses in biased or unbiased information during Action Research.
Such bias can be reduced by adequately introducing the purpose of the study to the
participants, by phrasing questions on sensitive issues in a positive way, by taking sufficient
time for the interview, by assuring informants that the data collected will be confidential and
by analysis of the interview results for division in biased or unbiased information.
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Each interview begins with a very open-ended question (Taylor, 2002). Each participant is
given a chance to contribute data uncontaminated by your interpretations. If interviews are
going to into the depths of reality of the situation it is essential for the researcher (Hannan,
2007):

To develop empathy with interviewees and win their confidence;

To be unobtrusive, in order not to impose one's own influence on the interviewee.
The best technique for this is the unstructured interview. Here, the researcher has some
general ideas about the topics of the interview, and may have an overview of subjects that
might arise in discussion for use, if necessary.
During the interviews the use of observations forms were established. This form covers
factors of Successes and Failures, and recording also the participant’s observations and
interpretations. See figure 19 for an example.
Conform the initial conclusions of theory founded by Carnall (2004) there is much to learn
from the successes and failures in change related to leadership in time of change and
organizational culture. This learning will be discussed finally in the results of qualitative
research, the next paragraph.
Figure 19: Example of observations form where Success, Failures, Observations and Interpretations
are recorded during interviews.
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4.2.6
Results from qualitative research (Interviews)
Earlier experiences within the NL MoD are subject of research. The outcomes of this
research are described below. The two cases are the ROCM and MMP projects within,
respectively, the Navy and Army. Results are recorded as successes and failures during
these change periods of the mentioned cases and its related learning statements.
The successes of the ROCM implementation, what can we learn from it?
Motive for implementation (uniformity)
Interview participants gave as reason the frequent failure of the Diesel Generators (DG’s) of
the HOV vessel. They stated that applying ROCM increases the availability of the DGs and
reducing the repair costs of DG’s. There was knowledge gained regarding the behavior of
these generators, so informed decisions could be taken with regard to repair, replacement,
etc. This phase of the ROCM project can be called as a learning phase.
The online system (without remote functionality) generates data in an advisory system on
board and can be implemented as part of the Platform Management System or Combat
Management System. By necessity or need a Offline Reporting function to the PMS / CMS
can be added so that information can be send through a secure connection to shore.
Several persons have learned from the Online Monitoring of the HOV project and these
experiences are used in other projects that require well specified DG requirements that
satisfy specific defense environments.
The interview recordings give answers that the motive for implementation is well known
between the stakeholders on the lower side of the organization. They represents the
technicians of Condition Monitoring agency and the crewmembers of the HOV, who are
directly involved in the success or failure of the DG’s and its monitoring system ROCM. The
management part of the Defense organization did not have a common motive (control of
costs or system availability).
‘Seeing is believing’
Crew members of the ship realized soon that the ROCM adds value for monitoring and
preventing damage of the ‘unreliable’ DG’s. Staff who already had knowledge of vibration
analysis were immediately enthusiastic about this system. After explanation of the Condition
Monitoring bureau on the ships and by the enthusiasm of staff members who had earlier
experiences with condition monitoring, the crews of several HOV vessels are believing in the
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ROCM capability and its preventing measures for (collateral) damage. But especially after
they saw and experience the results of the ROCM system, they did believe in the power of
remote online condition monitoring of the DG’s.
What we learn from this experience is that direct communication of staff members to the
crew, members with the same background, culture and rank, is convincing them of
appropriate measures. It was not only the attention to the problem, but the technical solution
with ROCM who gave a huge share in solving the problem and give confidence back to the
crew in the DG’s.
Implementation and communication by 'own' people
The ROCM system was installed and interpreted by the petty officers and officers of the
Condition Monitoring Agency itself. This increases the acceptance and premise by the
maintainer on board.
Technical staff saw no problem in the ROCM system or had no resistance to this system
because of the good communication between the Condition Monitoring agency and the ships
where this system was installed. The communication was conducted by the petty officers and
officers ("own" people) of the lower part of the organization, so the feeling of confidence was
and is full.
This gives insight that common culture, background, ‘speaking the same language’ and
personalities are important elements for convincing the affected crew and accept the
proposed technical solutions.
Initial development of the Knowledge center
The condition monitoring agency is used as back office where their expertise is used and
deployed to advise how the ship and the NMSA must act preventively in order to prevent
interferences or worse damages of the DG’s or other subsystems of the vessel.
The initiating agency will act automatically as a knowledge center or back office when this
form of remote maintenance techniques are offered and used in practice. A concentration of
knowledge and (directive) support of their customers is typical for the knowledge center.
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The failures of the ROCM implementation, what can we learn from it?
Not running through the requirements process
Due the sense of urgency for purchasing the ROCM system by DMO, the ROCM system was
stored for almost a year at the Condition Monitoring agency premises before it was installed
on the ships. This is caused by the NMSA where no indication of priority was given for
installation. This is caused by lacking of going through certain processes, which are a formal
procedure to follow. These processes are the requirements process of DMO and the
modification process of NMSA. In the project phase of ROCM there was lacking an integral
approach for formalizing and communicating the common objective and necessity of this
requirement to all stakeholders.
In the beginning of the implementation, there were some technical difficulties so
implementation and use of the system was postponed. The 'older' crew experienced it as a
risk and created skepticism among these stakeholders and fellow crewmembers. There are
always people who may or may not want to learn and adapt a new system or concept.
Participation of older employees, who have no knowledge of the in future implemented
system with its benefits or pitfalls, is a risk for the progress of the implementation. Also by
avoiding formal processes where multiple stakeholders are depended from is a
miscalculation that will interfere a successful and integral approach of the implementation.
Tension between budgets
The question “what do I save”? Is very difficult to answer, and still cannot be answered. The
financial advantages of the ROCM system is not communicated towards the decision makers
in the NL MoD or is not reaching them. Not describing the value of this system in the form of
a Business Case has caused a lack of interest of higher management of the stakeholders
(like DMO, NMSA and the navy itself).
For the new build program Ocean Patrol Vessel (OPV) a cost and benefit analysis is
prepared for using remote maintenance solutions on all four vessels. Due the separation of
budgets in Investment (project) budget for DMO and exploitation budget for CZSK, investing
in cost saving measures during the lifetime of assets is severe when budgets are scarce. The
DMO as responsible of these investments has no interest in minimizing costs during
operation. Therefore cancellation is executed of remote maintenance systems onboard the
OPV’s.
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The technical problem 'Information Security'
Data analysis of vibration signatures cannot be sent over the air without the use of an
encryption system (the encryption of data by means of a crypto system). Naval Staff Office of
Security (in Dutch: Stafbureau Integrale Beveiliging, SBIB) has intervened in the initial
operation, where no encryption was used. SBIB has advised how to create a workaround
with the objective of using the ROCM system. This created an alteration of the technical
implementation of the system on the shore and on the ship.
So far after the start of the implementation, there are employees who are not used to this
way of working related to the information security aspects. The 'older' employees who are
used to and have experienced the 'old' situation have seen more trouble with this way of
working. New intake of staff who only have experience the 'new' situation have no problems
with the work around and see it as THE way of working and are aware of Integral security
policy and specific information security.
Not related organizational objectives
There are various stakeholders (NMSA, CZSK / Matlog and DMO) with three different
objectives for this pilot. These different objectives provide three different accompanying
feelings of urgency and priority setting. This because marginal or no communication has
taken place between the stakeholders at higher level of management. The reason for this is
not using the formal processes of DMO and NMSA as mentioned before. This gives also
problems of integral securing this new way of working within the navy and its partners.
The successes of the MMP implementation, what can we learn from it?
Motive for implementation (uniformity)
Due to short courses for various weapon systems the engineer will act on a limited level. The
MMP system will enable to act on an expert level.
The engineer must provide logistics information to the command. By the use of the MMP
system this logistics information will be automated by means of a link with SAP. This link will
establish a reduction in administrative pressure for the engineer and will provide relevant
data for Weapons System Management.
The technical engineer, which has had user training for specific weapon systems, can
operate as a specific, specialized engineer for multiple types of weapons by use of the MMP
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system. The MMP system is also suitable to support systems where the engineer has no
technical experience with.
Overall, general support of the engineer in the field is the most important reason that came
out of the research. The organizational problem of lacking of knowledge of how to diagnose
system failure by shortening training and education time is fundament for development of this
system.
‘Seeing is believing’
People who have worked with the MMP system are convinced of the added value. They were
involved in the MMP pilot as a user of the system and regarded this system as the future for
doing maintenance.
The biggest critic of the German Bundeswehr is by a live demonstration convinced that the
MMP system works. After the demonstration the biggest critic is becoming the biggest
sponsor of this system. Firstly, the critic encountered this system as a threat to his field of
work. He was the expert, but now anyone can do the specialist maintenance tasks of
diagnosis and repair. He was overwhelmed by the flexibility of the system. The German DMO
has experienced that difficult defects could be repaired without hard en extended training
courses and support can be given for several weapon systems instead of several specialists
for a specific system.
By use of demonstration and presentation of a live model, skeptic employees and
participants were convinced of the use, power and motive of development of this system and
see it not as a threat but as an opportunity for future support of engineers and relevant field
of activity.
Implementation and communication by 'own' people
The initiator of the MMP project asks for feedback of participant of the test trials. This action
is evaluated by the participants as very satisfactory due the fact that their opinion is noticed.
This gives motivation and commitment to the project and the final product.
The work field population requires for using this system to work. These are the people who
are used to get feedback from at the time of test trials during the development of the MMP
system.
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There was no assignment from DMO and therefore no budget. The requirements process is
not completed in advance of these technical developments of the MMP system. The budget
for development were made available to support engineering of software products of the
MMP system, and to test it, and it comes from industry and existing (other) materiel projects
with remaining funds. The story and vision of the MMP initiator is believed and supported by
the industry with budgets for joint development.
Initial development of the Knowledge center
To persuade the current experts (well trained, educated and experienced) to get to work in
the program and eagerly give direction to the younger generation employees who will
technical manage the system. The Knowledge centre should make use of the older
generation for design and composition of databases, diagnosis and technical norms and
indicate what the future engineer must know and be able to do.
So, by making use of their knowledge and expertise and give recognition that they are the
expert. This gives motivation and commitment to the project.
The failures of the MMP implementation, what can we learn from it?
Implementation problems due to the lack of information
The reason why this system is not yet implemented is the tremendous amount of data of
different weapon systems that must be imported into databases. This takes a lot of time. Also
substantive and in-depth technical information directly from the manufacturer is not available
anymore and is a major obstacle to fill these databases. Now, after a time, so after
developing expertise and experience, this type of information shall be build by our own and
entered into databases.
Lacking knowledge for decisions to be taken
The decision makers (top management) are enthusiastic of the MMP system, but lack the
technical knowledge for a correct judgment and interpretation. They are passionate and
sensitive to the financial side of the MMP program and focus mainly what savings are
possible during exploitation phase. But the lack of technical knowledge initiate a
misunderstanding of the nowadays possibilities of engineering. They think the realization of
these kinds of systems is still very far in future and it is not ready for inclusion in the Maintain
and Repair units and training locations of the Netherlands army.
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The belief in the MMP system as maintenance vision is standing in DMO and RNLA after a
number of years, but the whole idea is very revolutionary. Quick responses to the MMP
vision is initially, it may not to be too expensive?, and why this change, it's still good at the
moment.. These responses came from top management within the army.
But this project has not run through the requirements process
Formally the initiator of this system has no mandate from the RNLA or DMO to develop this.
Because there is no formal need from the operational command that there is a problem with
maintenance knowledge and they want a solution for that. The initiator does a lot on his own,
but by communication and acquaintances the initiator is performing well and reaches all
objectives of his program.
Resistance by employees
The current engineers noted that the obstacle of the MMP system is that the future engineers
will only learn tricks. It is more or less a simplification of the diagnosis analysis.
Resistance to this system is coming from older technicians, which can be regarded as the
current 'experts'. But do not focus on that group; you need to put energy in the younger
generation. This generation is growing up with computers, smart phones, which use online
information services such as the internet and communicating with others by using of mobile
devices and internet.
Tension between budgets
The NL MoD cannot earn money. This model is not integrated in public service entities. So
exploitation of the MMP system abroad is not possible. The participating industries did
develop a business model and takes the technology of MMP into practice. The industry has
recently sold this system to Singapore for service Leopard tanks through the MMP system.
The DMO top management does support the MMP project. Presentations were given by the
MMP initiator for the DMO / Weapon System Council with the latest state of affairs to
convince management to join and sponsor the program. There the initiator has been
commissioned by DMO for cost / benefit analysis that provides insight into what investment is
needed and what the benefits are (in reduction of costs). The initiator has not the expertise of
cost analyses so the assignment is not executed. On the other hand, there are no financial
specialists mobilized and assigned to this complex question for support. The top of DMO will
support organization wide implementation only if financial data can be calculated into the
decision.
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4.3
Review of Primary Research
The results of the survey and the results of the interviews are combined to present the
outcomes of primary research. This outcome will provide which methods are used or are
common to execute within an implementation process of remote maintenance systems and
its related processes. The successful learning outcomes and its failures and risks in defense
related circumstances are presented in § 4.4.
From industry’s view, increasing system availability and reliability is the most important
reason for implementing a remote maintenance solution. Supporting the local engineers by
knowledge sharing, and reducing maintenance associated costs are also viewed as
important goals and is endorsed by the MMP defense case. While most of the answers of the
primary research are similar, differences can be found regarding the (the lack of)
communication with respect to a common motive between upper and lower management
within the defense forces.
Having a vision is viewed as essential by many researchers for initiating and managing
change (Kotter, 1995). The company’s indicate a heterogonous view of having a vision, this
is in line with the view of the case studies were no vision or particular mission statement is
developed.
A strategy is defined how to reach the 'to be' situation. Participants indicate that not always
a strategy is defined, but companies who do create a strategy are aiming on a win-win
situation with the customer via communication of information by demonstration,
presentations and whitepapers.
Regarding the defense case studies, a lack of a vision and mission when implementing and
later on giving support is encountered. When the process of initiating the official
requirements is not accomplished, good communication must be in place for facilitating what
strategy must be followed and which Vision must be met. On the other hand the mission
statement of the NMSA is in line with the objective and motive of Telemaintenance (see §
3.2.3.2).
Establishing a pilot group is viewed by researchers as important element to successful
implement change and to minimize risk (Senge, 1999), (Doppler, 2004), (Carnall, 2004).
Participants of the survey agree that doing pilots is important. Concluding the answers of the
survey is that a pilot is not used to convince customers to work differently or to show that
their current way of working must be changed. This is also the case of the ROCM case
study, an element of success of convincing people was direct communication of staff
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members to the crew, people with the same background, culture and rank, is convincing
them of appropriate measures. After a while the positive results of the ROCM system proved
the decision for implementation and strengthen believe in ROCM as a system and the staff of
Condition Monitoring agency as support team.
The defense case study of MMP shows a different view; By use of demonstration and
presentation of a live model, skeptic employees and participants were convinced of the use,
power and motive of development of this system and sees it not as a threat but as an
opportunity for future support of engineers and as a relevant field of activity.
The reduction of productivity and motivation is typical at the beginning of a change
process. Primary research indicate that the part of the organization that ‘delivers’ the
maintenance remotely however may experience a boost in productivity. Centrally located
experts get more responsibility and are motivated to do their work. This is also proved by the
cases of ROCM and MMP; the initiating agency will act automatically as a knowledge center
or back office when this form of remote maintenance techniques are offered and used in
practice. Reduction in motivation, especially the older employee, can be accommodated by
giving them mean full activities and rely on and recognize their expertise.
The changes that must take place for implementing Telemaintenance is on a technical point
of view solving security issues in front of the implementation and create an alteration of the
technical implementation of the system on the shore and on the ship and is supported by
both
case
studies.
On
organizational
point
of
view
activation
of
interaction
(communication) between the transmitter of remote maintenance and the receiver of remote
maintenance is important and also training of the crew is noted as an important factor to
facilitate the change.
This communication and coaching is an important element of Change Management
(Doppler, 2004). Acceptance of the change is at maximum when all stakeholders get the
goals of the change clearly. This is done by industry by doing kick-off meetings and
communicating with all involved parties to make clear why we are doing this, who are
responsible for what, etc. Both industry and defense cases indicates communication on work
floor level is crucial for successful communication and implementation. Especially within the
defense forces, the same level of people indicate common culture, same background,
‘speaking the same language’, and personalities are important factors for convincing the
affected employees and accept the new way of working. Asking for feedback during
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development and implementation is assessed as very satisfactory and give motivation and
commitment to the project and final product.
A pitfall is losing momentum of change, especially when the employees know of an
upcoming change. Due to the lack of technical information to finish the development of the
system the actual start of implementation is postponed. It takes too long for actual
integration, the faith in a good, swift and well lead integration is gone.
Experiences in the methods and tools of Change Management are not noticed and indicate a
lack of knowledge in this part of management activities. Even industry is not aware of the
power and possibilities of these methods. Only unconscious use of (partly) tools and
methods of Change Management are observed. It is much recommended to make use of this
and concludes the unfamiliarity of Change Management within these technical
implementation strategies within defense organizations and related companies (suppliers).
There are main barriers and problems during a Telemaintenance implementation.
Miscommunication and coordination between different stakeholders in the implementation
stage are common aspects of people related problems, and especially in the case studies is
miscommunication at upper level noticed. Industry indicates problem of convincing the more
experienced (older) engineer to trust the technology on remote infrastructures, the
adaptability by the employees of their work processes to the new maintenance center
application and the shift of responsibility are examples of problems. The technical aspects
that are addressed are the security aspects, restrictions in IT related subjects like firewalls,
what is allowed to send out from a platform, how frequently, and so on. If this is well
communicated in front of the implementation stage already a greater possibility to have a
successful implementation of the system is achievable. Because the technical aspect cannot
be mentioned anymore as obstacle for not changing.
Aiming to find out what factors positively influence the success of a Telemaintenance
implementation. The answers shows two aspects: overcome the technical barrier of security
related issues and the organizational aspect of informing and including all stakeholders
during the whole transition process, because of their common interest and power of
facilitating the change for securing the new maintenance concept into the whole organization.
For defense related companies, positive (financial) results of this service are not known
(yet). Industry participants are mostly in the test or pilot stage and have no (actual) figures.
Only one company can show positive results and offers this activity several years to their
customers. The defense cases shows results on the technical side, for instance the increase
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of availability of systems or the support of a general (short) educated engineer for giving
service to specific types of (weapon) systems. In the case studies the question of what costs
do I save is very difficult to answer, and still cannot be answered. Insight of costs is not
primarily the objective of the defense organization and they are not used to use this kind of
information to convince and persuade top management for investing and give direction to
these projects. Also due to the separation of budgets in investment (project) budget for DMO
and exploitation budget for the Operational Command, investing in cost saving measures
during the lifetime of assets is severe when budgets are scarce.
Results indicate that no performance indicators are established to monitor the progress of
the implementation and if the objectives are being achieved. This is also the answer why
insight in performance rather than technical performance, like costs measurements, is failing.
To achieve well information for management, performance indicators must be developed and
implemented during the implementation. Management control must take place so internally
and externally benchmarking can occur.
4.4
Recapitulation of Primary Research Learning Outcomes
Primary Research learns the following regarding change aspects when integrating
Telemaintenance or other remote maintenance methods in (defense) organizations. The
successes and failures that are encountered in the defense case studies are fundament of
this paragraph.
A. A common motive for all stakeholders is needed for a common sense of urgency and
priority setting of activities that are carried out by their part of the organization. The
stakeholders on work floor level and higher level must have the same idea of motive
and objective of the implementation. This is organized in the requirements process5
as formal instrument of integrating new systems and/or way of work and controlled
communicating between all stakeholders to manage an integral approach.
B. Members of an implementation team with the same background, culture and rank as
the affected employees will convince the affected employees more easily. They
‘speak the same language’ and especially direct communication (face-to-face) will
introduce an easy to cope proposal of the new way of working.
5
The requirements process is part of the Defense Materiel Process. This process is described in Appendix F.
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C. When this direct communication is supported by a demonstration and presentation of
a live model, the need and objective of Telemaintenance is almost tangible and far
more easy to accept.
D. To overcome resistance by experienced (and older) employees make use of their
knowledge and expertise and give recognition that they are the expert. This gives
motivation and commitment to the project.
E. Higher management have the need of financial data in front of decision making and
supporting the implementation. This data consist of costs structures of the new
system and the possible gain in decreasing of maintenance and exploitation costs.
Business Case Analysis is a method which must be used to inform higher
management.
F. Due the separation of budgets in investment (project) budget for CDS/DOBBP and
DMO and exploitation budget for the Operational Command, investing in cost saving
measures during the lifetime of assets is of less importance when investment budgets
are scarce.
G. The technical infrastructure of Telemaintenance must be in place aboard and on the
shore and must not perform as a show stopper. Losing momentum by postponing the
change element caused by not installed or not working hardware / technical
infrastructure will ensure lack of motivation and losing faith in the new work approach.
H. To be conscious of the power and possibilities of Change Management tools and
methods a training course is needed. Knowledge gaining and start building
experiences in Change Management, education and training is needed for the
members of the implementation team.
After analyses of the primary research the research showed that learning and development
from the work floor is possible and raises initiatives for change ad hoc when the work floor
needed it. Effective communication is established by people with same background as the
affected with cooperation of live models and demonstrations. The use and adaptation of
formal processes (DMP process) must be met to realize change in the NL MoD organization
by introducing new technical systems with accompanying new ways of working. This process
manages integral approach by stakeholders who are obliged to cooperate, communicate and
synchronize activities.
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5 CONCLUSIONS AND RECOMMENDATIONS
The aim of this thesis is to identify and address Change Management approach(es) who
supports the Telemaintenance implementation within the NMSA. Chapter 5 will give the
summarized conclusions of chapters 3 and 4 and reflection on the research questions as
stated in Chapter 2 Methodology of this thesis. Appropriate recommendations are given as
input to the Change Architecture of the implementation of Telemaintenance within the NMSA.
5.1
Conclusions
The conclusions of chapters 3 and 4 are presented below:
Literature research provides three factors of change influences when Telemaintenance is
implemented:
1. Autonomy – influence on the ships management and command.
2. Knowledge distribution – a better and more effective distribution of knowledge, but
with tension of scarcity of maintenance skills.
3. Shift from reactive to proactive maintenance – the shift of the maintenance
environment from diagnostics to prognostics.
Take into account the circumstances for success or failure when to approach the
implementation process of change. Learn from previous experiences and adapt to the
changing environment. The change implementation starts with a ‘top-down’ change and then
follows with a ‘bottom-up’ approach to embed the change in the culture of the organization
for delivering lasting results.
Construct a change approach where the solution is sought in an experienced based design.
Carnall developed Change Architecture as most effective strategy for change by introducing
a small number of changes and to ensure that they are sustained by devoting in learning.
The last argument for favor, Carnall depicts about the Change Capability of the organization.
For implementing the results of the primary research activities, a model is chosen for
implementation into a structured way. The model that is used is adapted from Carnall’s
Change Capability Framework. This model will incorporate the specifics, the changeability of
the affected organizations and a structured approach who helps the implementation of
change. This will fine tune the Change Architecture of the change specific for the defense
environment of the NMSA.
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An organization-wide approach will increase the success of the change. So an integral
approach will establish lasting results.
After analyses of the primary research the research showed:

demonstrations.

accompanying new ways of working. This process manages integral approach by
5.2
Research Questions
The following paragraph will answer the main- and sub questions of the thesis, as described
in Chapter 2.
Sub question 1: What is Telemaintenance?
In § 1 of the Introduction of this thesis will clarify question 1. The definition that is used as
reference for the term Telemaintenance is from DMO (DMO/Beleid, 2010): "An information
and knowledge-based transfer process where maintenance information and maintenance
expertise takes place between two systems, individuals and systems and individuals, through
ICT with the purpose to obtain the status of local systems either influence the status, directly
or by advising/supporting of the local maintainer"
Telemaintenance as a method will incorporate several remote maintenance methods
regarding: Remote condition monitoring; Remote diagnosing of disorders; Remote (software)
recovery and Remote support of local maintainer, called Telemaintenance. Telemaintenance
as a method consists of three levels (DMO/Beleid, 2010):
1. The first level is for experienced generic trained engineer who is supported by an
expert on distance for the specific object for incidental questions.
2. The second level is the engineer who is trained basically and must be supported for
the entire search, and restores activities by shore.
3. The third level is the level where the military without technical knowledge and training,
using the aforementioned ICT resources and visualization systems, can perform
maintenance operations by support from the shore.
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The Telemaintenance method is based on the principle that centralized maintenance
expertise is available outside the operational area. Telemaintenance can improve the
effectiveness and efficiency of the maintenance process. There are several elements who
founded the development for Telemaintenance (DMO/Beleid, 2010):

To be a knowledge center for the local maintainer and to deliver technical expertise
from a central organization.

No requirement for having specialized sort of knowledge onboard operational units.

Widening, deepening and guaranteeing of maintenance knowledge by sharing
knowledge and understanding between specialists and the local maintainer via a
central point.

Employability of personnel will be magnified by on- and off line investigation of
maintenance related problems / defects by specialist from a central organization on
the shore, so the local maintainer could focus on his physical maintenance task on
board.
Sub question 2: What are the needs of the RNLN, the operator of naval assets,
with respect to Telemaintenance?
In § 3.1.5 The Operational Domain of Telemaintenance will clarify the boundaries to what
extent the implementation may have on the operational management onboard the ships.
The identification of the boundaries of influence on the ship’s management and command is
introduced and founded by the report of Meijer (2010). To be able to stipulate to what extent
it is feasible and desirable to implement Telemaintenance in the maintenance chain of the
maintainer to the customer, respectively the NMSA to the RNLN, it is essentially to know
which role the RNLN wants to play in the military field. The success of the maintenance chain
depends on the degree in which she is able to support military operations. The nature and
scope of these military operations stipulates the invested maintenance effort by the NMSA.
In general all alterations of work processes and methods, caused by the implementation of
Telemaintenance, must not affect the desired operational output of the ship. This can be
seen as the overall implementation requirement.
The operational user of the ship must accept that many causes can disrupt the
Telemaintenance -process physically. Telemaintenance can fail by force majeure (defects or
staff failure) or by enemy actions. But it can also be own choice to terminate
Telemaintenance, which can be created from operational considerations (‘Black hole’
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procedures). To maximize the sustainability of the operational output of the ship choices can
be made for redundancy in critical systems, by forcing requirements in the systems
engineering phase when developing new naval capacity, or maintaining a certain
maintenance knowledge on board.
On the ship’s organization side:

Requirements to have available a basic set of knowledge and skills and the ability to
improvise to execute Battle Damage Repair;

Accept and deal with the increased probability of unsafe situations by use of
Telemaintenance methods;

Preventive maintenance tasks will be done by the crew of the ship.
On the shore side:

Personnel of the Telemaintenance Expert Centre must have a (military) technicaloperational background to create operational consciousness;

The involvement of Telemaintenance Expert Centre will be increased when follow-on
activities of preventive maintenance actions are necessary. The main focus is on nonregular and complex (corrective) maintenance.
Sub question 3: How does the Telemaintenance work process in general look
like?
The general work process of Telemaintenance is depicted in figure 3, § 1. The process is
based on then the principle that centralized maintenance expertise is available outside the
operational area. So the local maintainer on site asks directly support with an expert (remote)
using ICT tools, and visualization systems, and the local maintainer is guided through
indications of a local expert/diagnostic system, and solves the malfunction.
The prerequisite for enabling the Telemaintenance work process will cause organizational
and technical changes for both the ship and shore organizations and are described by
Noordman (2010) and Meijer (2010), see § 3.1.2. They mention both an implementation of
Telemaintenance Expert (or Information) Center on the shore. This Center will shift tasks
and responsibilities that are predefined onboard and will be allocated to this new Center
within the existing organization. The Telemaintenance Expert Center will incorporate some
operational ships maintenance tasks, (on Organic and Intermediate Level of Maintenance) to
the Center. When the latter occur, the Center must be able to integrate in the operational
maintenance process of a RNLN ship and scale up to the ships operational readiness (e.g.
the ship is in hostile environment or is sailing in peacetime).
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The technical requisites that are needed for operational capability for the Telemaintenance
Expert Center are:

A dedicated communication connection between ship and shore.

A group of experts who supports the local engineer onboard with OLM/ILM and DLM
knowledge and are grouped centrally in an Expert/Information Center.

Analytic and prognostic software to the disposal of the TM Expert Center.

Direct contact with the Original Equipment Manufacturer.

An extended knowledge (known error) database.
The requisites that are needed on board the ships are:

A general qualified and educated engineer who is trained to use all systems and
perform Battle Damage Repair tasks.

A local expert system that supports the local engineer in diagnosing faults.

An interactive electronic publication (IETP’s) that describes the maintenance tasks.

A computer as an enabler for augmented reality.

A dedicated communication connection with the shore.
Sub question 4: How can Change Management approaches help facilitating
implementation processes?
As described in § 3.2: according to mainstream change literature of Boonstra (2004) natural
behaviour to changes will be resistance by the employees affected. Also, major causes of
change failures are important conditions to take into account when implement a change.
Management can deal with these conditions to anticipate well on the new situation (Buelens
and Devos, 2004). The fundament of these failures is that change is often implemented topdown and no attention is paid to behavioural change, while employees are called upon to
adopt learning behaviour and encouraged to be innovative and enterprising (Wierdsma,
2004).
Telemaintenance within the NMSA, management must focus on the ‘informal organization’
(French and Bell, 1999), (in Senior & Swailes, 2010) of its organization. See figure 10, § 3.2.
Traditionally the change process was described as moving from a stable state through the
unstable state of changing to the desired state, being stable again. Lewin (1951)
characterized these three stages as: 'unfreezing, changing and refreezing' the organization.
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According to Boonstra (2004), there are three mainstreams of change perspectives that can
occur in organizations, Planned Change, the Organizational Development and Continuous
Change. The mainstreams in change perspectives can be seen as the three basic principles
used by the organization or by the responsible in an organization to be chosen. Various other
models/methodologies and principles are derivatives or combinations of these starting points.
The first two perspectives, Planned Changes and Organizational Development are organized
with a top-down approach within the organization, while the third perspective, Continuous
Change, uses a bottom-up approach.
In the approach to implement change you shall take into account the circumstances for
success or failure. The first issues focused on key theories and concluded that change that
tries to involve employees and diminish their fears and concerns is far more likely to be
successful. One that goes further starts with a ‘top-down’ change then follows that with a
‘bottom-up’ approach to embed the change in the culture has a very real chance of delivering
lasting results (Homan, 2005).
There has been considerable literature written around what are often referred to as step
models of change. At a high level the models all follow Lewin’s three phases (see § 3.2.1).
Which model is chosen to follow will depend on circumstances and personal preference. The
important thing is that structured and coherent change architecture is in place (Carnall,
2004).
Taking to account the willingness to change and the change capacity of the NMSA and
RNLN will give input to the change strategy. Change Architecture (Carnall, 2004) will give the
foundation of the implementation model that is used, because Change Architecture takes into
account the characteristics of the affected organizations and its people like acceptability and
willingness of the change, its culture, organization wide approach, the impact of leadership,
etc.
Sub question 5: Which Change Management approache(s) is (are) appropriate
to support the implementation of Telemaintenance?
The chosen change approach is the Change Architecture of Carnall. To examine how well
the NMSA is capable with change (and willing to change), the performance of Change
Architecture is referenced to five key components of the Change Capability Framework as
described earlier in § 3.2.3.5 and the questions are based on Todnem and Macleod (2009).
The outcome is presented in Appendix G. The recommendations of this research are
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incorporated into the Change Architecture for the implementation of Telemaintenance within
the NMSA:
DMP
phase A
Stakeholder participation to come to one common motive / need.
CDS/DOBBP will interact with DMO and the Operational Command to discuss the
needs, to discuss which solutions to what problems are addressed and to envision the
end state.
-
qualitative demands;
-
quantitative demands;
-
personal, materiel and organizational consequences.
Build an awareness
Why are we doing this? Training and education of technical expertise is costly and takes a lot of time. Reduced
of the need for
manned ships is an increasing trend, and the consequence is the increase of general ship tasks also for the
change;
technical staff onboard and develops a general trained and skilled engineer on board who is not able to
diagnose and repair (complex) all malfunctions of systems. Telemaintenance will solve this lack of knowledge.
The case for
Create involvement in the process DMP-A. Communicate the need for Telemaintenance implementation well to
changes is made
the employees and stakeholders who depend on it. Bring it as solution for the aforementioned problems. The
convincingly and
reason for implementation must be communicated with employees and all stakeholders (upper and lower
credibly;
management) to ensure a common notice of the need and motive for change. Make the stakeholders owner of
their part of the problem, so they can realize the need for Telemaintenance as well.
Actions to perform:
Innovation and work floor initiatives must be part of the requirement process (DMP) where CDS/DOBBP, DMO
and the Operational Command will talk about the problem, the supposed solution, the (formal) need and the
estimated impact on the structures of the organization. Establish an entry point at DMO where initiators of
initiatives and innovators of the Operational Commands present their wishes, initiatives to DMO and
CDS/DOBBP as formal input to the requirements phase of the DMP process (DMP-A).
The DMP process will enable the needed change by acquire the Telemaintenance solution. For implementation
a formal project management process of NL MoD can be followed to accommodate the project of acquiring the
needed Telemaintenance systems. A planned change concept is used with milestones where at each
milestone participation of employees is needed for establishing participation, collaboration in development and
a learning phase for establishing the change in work activities and accepting the new way of working.
DMP
phase B
Set up of Time schedule for procurement, implementation and support of utilization,
defined in milestones and project planning (preparation on introduction – initial training
– procurement of simulators/Computer Based Training – realization of infrastructure).
Research results is presented of technical alternatives and changeability of affected
organizations (Change Capability of NMSA).
Organizational structure in end state is envisioned and prepared.
The process of
Learning is established by the use of a demonstration and/or test model of the physical Telemaintenance
change is a learning
systems for supporting engineers. Not convinced employees can be changed and learn from this experience.
process;
Also the sponsors become aware of the possibilities of the system/method and envision the end state.
Learning from earlier cases insists on the use of formal processes.
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Establish Telemaintenance Program Management where a Project Board and a Change Implementation Team
are addressed. Top management of the NMSA must be part of the Steering Group who will ensure the
achievement of the implementation objectives is accountable for the results and is visible as sponsor of
Telemaintenance.
Actions to perform:
First action item is to start with creating a business case to inform and develop sponsorship of higher
management of CDS/DOBBP, DMO and the affected Operational Command.
To do this and achieve well information for business cases and higher management, performance indicators
must be developed and implemented during the implementation. Management control must take place so
internally and externally benchmarking can occur.
After acceptance of assignment to implement Telemaintenance, accountability to this project at board level is
required.
Install a Telemaintenance Implementation team with team members who have the same background, culture
and ‘speaking the same language’ as the affected employees.
Install a Project Manager for executing the required processes of the DMP to procure the technical
infrastructure what is needed to utilize Telemaintenance onboard and on the shore.
Start training courses with themes of Change Management topics. Train the team members of the
Telemaintenance Implementation team. A Change Agent is addressed and recommended to train and coach
the implementation team who is responsible and accountable for the Telemaintenance implementation.
Create a communication plan for the implementation team which uses a demonstration model for convincing
people in the new way of working.
DMP
phase C
Give attention to
broadening and
mobilizing support
for change (task
forces, project
teams, use of
incentive systems,
pilot schemes);
Prototyping and doing pilots or live demonstrations are addressed in this phase. The
proper technical solution with its effect for change is applied on (pilot) test group /
survey of participation is carried out.
The Implementation team shall communicate the change (reason, vision, how to..) and start initiate change
initiatives to other departments and organizations for integral approaching this change. Other stakeholders
must feel the importance to join this initiative and should support this with capacity and their specialized
knowledge. Training programs of the education department must start up to focus on the new way of training
for establishing general trained engineers.
This initiation must be done by a selected person who is a member of that group. He/she acts on the same
level who have a common culture, same background, speaking the same ‘language’, and strong personality
are important factors for convincing the affected employees and accept the new way of working at the
stakeholders premises.
The implementation team should frequently ask for feedback during development and implementation. This is
assessed as very satisfactory and gives motivation and commitment to the project and final product.
Crystallize the vision
and focus for the
organization;
Bring in line the vision that is created for establishing Telemaintenance with the general mission statement of
the NMSA. Employees will encounter this as a sound vision and it will strengthen the mission of the NMSA.
Make use of well thought out communication plan to bring over the message to the employees and
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stakeholders. Like other departments and organizations to get in sync regarding the change and to establish
an integral approach.
Actions to perform:
Use for project management the mandatory Prince2 project management method for introducing the new
system. This project management method will fit on current organizational processes and accelerates the
implementation.
The Implementation Team will encounter a wave of changes within the entire organization. Act as program
manager and coordinator of change to all involved stakeholders (NMSA, ships, Education department and
Materiel Logistics department).
DMP
phase D
The results of prototyping and doing pilots or live demonstrations with cooperation
of test groups are published.
Results of Risk analysis is presented (Technical, Financial, Quality and Change
capability);
Improving of Introduction plan, Training plan, Support plan and Human Resource
policy and transition plan.
Focus on people
The development of Change Management training and coaching period by a professional and experienced
and on the process
Change Agent to get acquainted with, and get knowledge of change management. Change Management
of change.
training is to know the strengths and pitfalls before, during and after the implementation of change to overcome
the unfamiliarity with Change Management. The training is mend for the implementation team.
The Human Resource department of the NMSA must initiate job evaluation and job matching activities to
enable the transfer of people from the old to the new structure. New competences are needed to comply to the
new work situation, an assessment will select the appropriate staff for the Telemaintenance Expert center.
Reduction in motivation will occur especially with the older (and experienced) employee. And can be
accommodated by giving them mean full activities and rely on and recognize their expertise. A pitfall is losing
momentum of change, when technical integration is failing or being late. Overcome this by being sure the
implantation is on schedule and is well tested before demonstrate and using it.
Actions to perform:
Project Manager makes sure and controls project planning and integration of the technical infrastructure, so no
delay in planning will occur. A swift integration is needed to keep faith in stakeholders and systems.
Give the experienced (older) employee a significant (technical) role in the implementation part and during
exploitation of Telemaintenance.
The exploitation of doing maintenance and giving support of operational units must be under responsibility of
DMO, to be more cost effective in doing maintenance and see results of the investment of cost saving
measures.
Apply job rotation for the shore departments as part of the HR transistion plan. This to develop broad
knowledge and get experience with coping of changing environments. Prepare leaders to learn from these
experiences.
Table 5: DMP process incorporated into Change Architecture of the NMSA Telemaintenance implementation.
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Main research question: How can change management approaches facilitate
the implementation of Telemaintenance within the Naval Maintenance and
Service Agency?
Various reorganizations within the Netherlands MoD are designed in accordance with the
Planned Change methodology (Beaart, 2011), the Planned Change experiences in the NL
MoD do not reach the initial implementation of change, because the organization
inadequately supports or strengthens the new behavior (Naald, v.d. en Nijenhuis, 2007). It
seems not realistic for the Netherlands MoD to stick to a Planned Change approach when
the organization is in a dynamic environment.
In general the approach to implement change shall take into account the circumstances for
success or failure. Approaches that is based on involving employees and diminish their fears
and concerns is far more likely to be successful. One that goes further starts with a ‘topdown’ change then follows that with a ‘bottom-up’ approach to embed the change in the
culture has a very real chance of delivering lasting results (Homan, 2005).
The NL MoD and also the NMSA are without doubt top-down organized bureaucratic
organizations (§ 4.1.3). These organizations have a management top with tremendous power
and are characterized by a multitude of decision-makers, by diversity of stakeholders, and by
bureaucratic organizational design. Hierarchy and bureaucracy are among the core problems
of the NL MoD and NMSA. The rigid procedures and measures within the NL MoD
undermine motivation and commitment of their employees (Beaart, 2011).
What the NMSA environment and the defense cases learnt us is presented by the high level
analysis of the primary research outcome (§ 4.4):

demonstrations.

accompanying new ways of working. This process manages integral approach by
These outcomes shall be joined together in a simultaneous program for implementing
Telemaintenance. A program where a formal project acquires and implements the technical
systems for utilizing Telemaintenance and on the other hand starting a change program
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where the new way of working is implemented with participation of employees and
stakeholders.
However, the hierarchy structure of the NMSA will incline that top management is in the best
position to initiate and implement quick and purposeful organizational change, and they have
the means and the position to work from a system-wide perspective that does not reflect
functional or departmental biases. One of the cons was the strong subcultures within the
NMSA who are being in the way of carrying out general defense objectives.
These observations imply that a combination of Planned Change approach with
Organizational Development (OD) methods seems to be the most fruitful option. The
approach is a planned change program lead by and directed by management with OD
methods led to a simultaneous change approach for this project that distinguished between a
change element and a project element.
The project element shall work on the organization design, the procedures, the work
standards and the supporting ICT systems. It is structured as an engineering project which
set deadlines and milestones and specific design targets while people work in a strict
hierarchy.
The change element will feed the project element with the information needed to develop the
design of the Telemaintenance system in hardware, center lay-out and new work processes.
The change element features a program of Organizational Development-type interventions,
which are based and take into account the Change Architecture of Carnall (§ 3.2.3.5). The
experiences of the defense cases are input of this architecture and are presented in the
answer of the main research question.
These two elements shall be on separate but simultaneous tracks initially, but are supposed
to merge during the course of the change project, see figure 20. This merging of tracks shall
encounter the interface between the DMP process with its distinct phases and the activities
which Change Management activities will take place when Telemaintenance is implemented.
Content is given after analyses of NL MoD documents (DMO/Beleid, 2006); (DMO/Beleid,
2007).
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Designing
Diagnosing
Implementing
Project
Element
DMP-A
DMP-B
DMP-C
DMP-D
Telemaintenance
Communicate
Common motive
Change
Element
Identify
Change
Capability
Set up
intervention
plan
Focus on people
and on the process
of change
Change Architecture
Figure 20: Change approach based on simultaneous tracks of Planned Change and Organizational Development
for implementing Telemaintenance within the NMSA.
5.3
Concluding Answer
In conclusion the answer on this thesis is take into account the changeability of the NMSA,
learn from the analysis of the Change Capability Framework for a tailor made method and
incorporate these learning’s in the Change Architecture approach. This approach is suitable
by its integral approach and by its action element. Make use of existing formal processes
within the NL MoD organization. In this case the DMP process. This process is executed
when new systems are acquired and integrated in existing structures of the Operational
Commands and NMSA. The entire organization knows what to do when this process is
running. Every organization who is stakeholder in the process must contribute to the new
system implementation and will support it because they are committed for participation.
However a purely Planned Change program shall not work for the long term, but especially
the defense organization are used to work in this way and every entity is expecting to act
‘top-down’... That is why a combination of Planned Change (for acquiring the systems and
participating all stakeholders) and Organizational Development (participation of employees to
the implementation, gives action to individuals) is chosen as grand design for Change.
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5.4
Recommendations
The recommendations that are described here will fill in the Change Architecture elements
for managing the gap between the formal procedures of the Project Element (the DMP
process) and the Change Element. These recommendations will contribute to a positive
change and diminish the gap between DMP process and organizational change.
5.4.1
Recommendations originated from Primary Research Results
Recommendations from the successes and failures of the defense cases and the
experiences of Defense suppliers and related companies:
NL MoD

organizational
recommendations
Create a formal input in the DMP process where initiators of innovation and
initiatives of the work floor are established.

As part of the DMP process create a business case for informing and develop
sponsorship of higher management of CDS/DOBBP, DMO and the affected
Operational Command.

The exploitation of doing maintenance and giving support of operational units
must be under responsibility of one stakeholder, to be more cost effective in
doing maintenance and see results of the investment of cost saving measures.
NMSA organizational

Get up the implementation team of Telemaintenance with members who have
the same background, culture and ‘speaking the same language’ as the affected
recommendations
employees.

The technical infrastructure must already be in place in front of the change
element during the implementation. The implementation team makes sure and
controls the project planning of execution and integration of the technical
infrastructure of Telemaintenance.
Telemaintenance

Develop and implement performance indicators of the Telemaintenance system.

Establish board level accountability of the implementation.

Start training courses with themes of Change Management topics. Train the
Implementation team
recommendations
team members of the Telemaintenance Implementation team.

Create a communication plan for the implementation team who can use a
demonstration model for convincing people in the new way of working.

Give experienced (older) employee a significant (technical) role in the
implementation part and during exploitation of Telemaintenance.
Table 6: Overview of recommendations of Primary Research.
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5.4.2
Recommendations originated from Change Capability of the NMSA
These recommendations are for improving the change capability of the NMSA (Appendix G).
in this respect these recommendations are purely focused on the NMSA organization:
A. Appropriate structure - Ensure that management processes are in place and run
effectively in order to support both businesses as usual and ongoing and planned
change initiatives. Performance management systems are needed to improve
performance. Performance indicators must be developed, implemented and
evaluated. No performance indicators are established to monitor the progress of the
implementation and if the objectives are being achieved. This is also the answer why
insight in performance rather than technical performance, like costs measurements, is
failing. To achieve well information for management, performance indicators must be
developed and implemented during the implementation. Management control must
take place so internally and externally benchmarking can occur. And establish board
level accountability is needed to ensure well managed change processes and to
avoid a culture of blaming any failures on resistance to change.
B. Change accelerator - Use the Prince2 project management method for introducing
the new system. This project management method will fit on current organizational
processes and accelerates the implementation. Telemaintenance fits in the current
mission statement of the NMSA and will add maintenance services to their product
portfolio.
C. Change culture - Improvement of change culture by applying job rotation of (shore)
employees every 4 or 5 years. This to develop broad knowledge and get experience
with coping of changing environments. Prepare leaders to learn from these
experiences.
D. Resonance - The change initiative creates a wave of change within the entire
Operational Command. Not only the NMSA and the ships are encountered by
change, but also the Education department of the RNLN and the Materiel Logistics
department (MATLOG) will change and shall start new programs to cope with
Telemaintenance, see figure 21. The change effects of Telemaintenance regarding
the autonomy shift of knowledge distribution and shift from reactive to proactive
maintenance will influence stakeholders who need also a organizational change
initiative
to
cope
with
Telemaintenance.
The
Telemaintenance
change
implementation will resonates several change initiatives:
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MATLOG
support
NMSA
Telemain-
Naval
tenance
Education
Naval ships
Figure 21: Telemaintenance Change resonance towards stakeholders.
5.5
Recommendations for further Research
A major subject for further research will be the influence of Telemaintenance on the
Integrated Logistics Support (ILS) method that is used by Weapon System Management
(WSM). The three factors of influence (autonomy, knowledge distribution and a shift to
proactive maintenance) will impact the establishment of maintenance levels in the NL MoD.
The main objective of WSM is to introduce policy for managing maintenance of military
assets at the lowest possible utilization costs (DMO/Beleid, 2009b). This policy aims to
manage all material logistics and financial processes, whereby the performance of a weapon
system shall be optimized during the whole life cycle. The basic assumption of the WSM
policy is to apply the principles of ILS and Life Cycle Costs (LCC) which should lead to the
most efficient logistic support during the whole life cycle of military assets (DMO/Beleid,
2009b).
A deviation of the above mentioned recommendation is further research of Telemaintenance
on the Asset Management Control method of Stavenuiter (2002). The Asset Management
Control approach is designed to improve cost-effectiveness of capital assets and is based on
ILS as integral part of the system life cycle. Stavenuiter studies and evaluates relevant
techniques from a technical, economical, and organizational/social point of view. An
unknown aspect is what the relation is between the utilization of Telemaintenance on an
asset or other remote maintenance techniques and the cost-effectiveness of that particular
asset.
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Another kind of further research is in the area of Smart Defense which is proclaimed by
NATO in the Chicago summit of 2012 (NATO Press Release (2012) 062). In this declaration
is presented that: “NATO will work closely with the EU, as agreed, to ensure that our Smart
Defence and the EU’s Pooling and Sharing initiatives are complementary and mutually
reinforcing; we welcome the efforts of the EU, in particular in the areas of air-to-air refueling,
medical support, maritime surveillance and training.” What is missing in this defense
concepts is the addition of Smart Maintenance where Telemaintenance is part of.
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6 REVIEW OF THE RESEARCH
The research results cover the aim stated in the thesis proposal (to identify and address
which Change Management approach will support the Telemaintenance implementation
within the NMSA). Nevertheless there were several deviations from the original research
proposal.
Firstly the time the research took. The time needed to complete the research was two times
more than estimated in the proposal. Reasons for this delay were, amongst others, the
changed working schedule in 2011 when the researcher rotates to a new job, making it
difficult to spend the weekly eight hours on the thesis during working hours.
Secondly the intended approach of the qualitative research was not followed. This was due
to the fact of interviewing defense employees, who already encountered working alterations
by the implementation of remote maintenance techniques. These cases reflect the changes
defense organizations encounters and what their behavior was.
Also, interviewing the operational user to research the boundaries to which level
Telemaintenance may intervene in daily operations onboard Dutch naval ships was already
carried out by the research of Meijer (2010). His data and conclusions are used in this thesis.
During the research timeframe a major reorganization has taken place within the Dutch
Ministry of Defense. One of the outcomes was a shift in position of the NMSA from DMO to
the Operational Command of the navy. This occurrence is taken into account of this
research, but to the opinion of the researcher no fundamental influence has occurred to the
process of research and its outcomes.
6.1
Reflection on Research
Literature study provided me information and tools to support and carry out the field
research. A lot of sources is used which are found outside and inside the NL MoD. I did not
know that such research is carried out at such a large scale. It proved me that the NL MoD
wants to learn from itself and survey and adapt its position within the Netherlands and
international society. Also the soft topic as Change Management and adaptability of
employees (civilians and military) is not controversial anymore! To my opinion a very good
starting point to grow as an organization where lifetime employability is ceased and where
adaptability, flexibility and developing competencies of employees for their next career
outside the NL MoD are increasingly important.
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The carried out survey within defense related organizations was a great learning opportunity
for me but also for the participants. To make sure that the intention of the survey was well
understood a presentation is given prior the execution of the questionnaire. It helped a lot to
give information regarding the purpose and objective of the research in front of the
participants at their own premises. It was noticed that they are very interested in the
outcomes of this research and want to learn from this as well, because also a lack of
understanding in Change Management is noticed by them. Also the market of service
support (at distance) for defense related companies is not developed yet and is seen as a
growing opportunity.
The participation of defense co-workers of the defense case studies was very interesting. It
was noticed that direct involved persons are very enthusiastic about these techniques and
talked very openly about the failures, difficulties with colleagues and their fairs. It seems to
me that these persons have developed themselves to be open, adaptive and are reflective to
their own organization as an independent person with objective to make a step forward and
innovate the organization.
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Dalenberg, S. & Vogelaar, A.L.W., (2012), Leiderschapsvisie: theorie en praktijk – Een
beschouwing van de visies op leiderschap binnen defensie, Militaire Spectator – jaargang
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Management Review, nr 66, p. 80 - 84., The Netherlands.
Meijer, D.J.M. (2010), Telemaintenance in het Maritieme Operationele Domein: Hoe Ver Kan
de Onderhouder Gaan?, Netherlands Defence Academy, Hogere Defensie Vorming 06.
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Pearson Education, UK.
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Alabama.
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for Managing Planned Change, White Paper, February 2009, Rising Sun Consultants.
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Kritische
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voor
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TNO Human Factors, Soesterberg.
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Stavenuiter, J. (2002), Cost Effective Management Control of Capital Assets, Anker B.V.,
Lelystad, The Netherlands.
Stroop, T. (2010) a, Implementing Telemaintenance on the LPD2 - How does the
Telemaintenance process model will look like in the Naval Maintenance and Support
Establishment?, AMC MSc course paper module 15 Actor Performance Analysis.
Stroop, T. (2010) b, Implementing Telemaintenance in the DMO - How to Motivate the
Maintainer?, AMC MSc course paper module 5 Motivation.
Taylor, M. (2002), Action Research in Workplace Education – a Handbook for Literacy
Instructors, National Literacy Secretariat, Human Resources Development Canada, Hull
(Quebec).
Thiel, S. van, (2007), Bestuurskundige onderzoek:een methodologische inleiding, Coutinho
Bussum, The Netherlands.
Todnem, R., Macleod, C. (2009), Managing Organizational Change in Public Services:
International Issues, Challenges and Cases, London, New York, Routledge.
Tromp, C. (2006), Action Research als relevant vorm van interventiezonderzoek, Report of
the Word Congress on Action Learning and Action Research & Participatory Action Research
2006 in Groningen, Utrecht University, The Netherlands.
Valenzuela, D. and Shrivastava, P. (2002), Interview as a Method for Qualitative Research Convergent Interviewing as Action Research, presentation by of the Southern Cross
University and the Southern Cross Institute of Action Research (SCIAR).
Van, D. (2010), Medical Equipment Tele- and Condition- Based Maintenance with Enhanced
Remote Diagnostic Access (RDA) and Computer Vision, Concepteers LLC, Jersey City, NJ.
Waard de, A.J. (1999), Re-engineering Non-Flow Large Scale Maintenance Organisations,
Febodruk BV, Enschede, The Netherlands.
Westermeijer, E, Post, W.M., Keijer, W, Gillis, W.P.M. (2003), Teleknowledge, Knowledge-ata-Distance, TNO Human Factors / RNLN, The Netherlands.
Wierdsma, A. (2004), Beyond Implementation, from Dynamics Of Organizational Change
And Learning edited by Boonstra, Chapter 11.
Zandvliet, K. (2009), De Arbeidsmarkt van Maintenance in Zuidwest Nederland, Erasmus
University Rotterdam, The Netherlands.
MOD NL Documents
ACZSK DOST/CCO 250.2B (2009), Standaard Orderboek Zeewachtregelingen Grote
Bovenwatereenheden, Den Helder.
Defensiekrant, (2009), Elke soldaat een techneut, NL MoD official release nr. 41, p.16.
DMO/Beleid (2006), Handboek Verwerving Defensie, MoD NL, version 1.0.0, 1 September
2006, Chapter 5.13, p. 130. The Hague.
Page 119/149
AMC MSc
DMO/Beleid (2007), Handboek Integrated Logisitic Support Defensie, MoD NL, version 2.0,
september 2007, Chapter 4, The Hague.
DMO/Beleid (2008), Onderhoudsniveaus, MoD NL, Luik, van A.J., The Hague.
DMO/Beleid/Matlog (2008), High Level Design Matlog - deel 1, Matlog (proces) inrichting
2013: Een haalbare ambitie in de materieellogistiek, September 2008, version 1.0.0.
DMO/Beleid (2009) a, Visie Onderhoudsbeleid, MoD NL, The Hague.
DMO/Beleid (2009) b, Concept Eindrapport Beleidsstudie Wapensysteemmanagement, NL
MoD, versie 1.4., 17 december 2009, The Hague.
DMO/Beleid (2010), Richtlijn Matlog Instandhouding op afstand, MoD NL, Berg, v.d. M.R.,
The Hague.
DMO (2011), Materieelgezien – Official DMO communication magazine, release nr. 2, April
2011, NL MoD, The Hague.
Gijn, van, Th., Abbekerk, M. (2010), Asset Integrity voor Trends in Maintenance 2010 (in
Dutch), presentation held on June 10th, 2010 at NMSA, Den Helder.
Knaap, van der, C., (2006), Vaststelling van de begrotingsstaten van het Ministerie van
Defensie (X) voor het jaar 2006, Kamerstuk 30 300 X nr. 95, The Hague, The Netherlands.
NATO Press Release (2012) 062, Chicago Summit Declaration, NATO press office, 21 May
2012.
Marinebedrijf (2009), Jaarplan Marinebedrijf 2009-2013, DMO Company document, Den
Helder, The Netherlands.
MoD NL (1999), Defensienota 2000, The Hague, The Netherlands.
MoD NL (2007), Visie Leidinggeven, Ministry of Defense, The Hague, The Netherlands.
MoD NL (2005), Nederlandse Defensie Doctrine, The Hague, The Netherlands.
MoD NL/DOBBP (2006), Beleidskader Logistiek 2006, The Hague, The Netherlands.
RNLN (2005a), Leidraad Maritiem Optreden, Royal Netherlands Navy document, Den
Helder, The Netherlands.
RNLN (2005b), Marinestudie, Royal Netherlands Navy document, Den Helder, The
Netherlands.
RNLN (2009), Maritieme Visie 2030, Royal Netherlands Navy document, Den Helder, The
Netherlands.
Secretary of NL MoD (2009), Project SPEER, Kamerstuk 31460 nr. 6, Vergaderjaar 20082009, Dutch Parliament, The Netherlands.
Slot, H.C.W. (2012), 45 jaar Maritiem Militaire Automatisering, In KVMO: Marineblad nr. 4,
June 2012, ISSN: 0025-3340, The Hague, The Netherlands.
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Tinga, T. (2010), Technische innovaties in onderhoud kunnen instandhouding verbeteren, In
KVMO: Marineblad nr. 3, May 2010, ISSN: 0025-3340, The Hague, The Netherlands.
Vlies v.d. J., (2011), Maintenance Modernisation Programme – Verkenningsvoertuig Fennek
NL, version 0.2 – concept report regarding Fennek vehicle case description, DMO, The
Hague, The Netherlands.
Internet Websites
Arbeidsmarkt en Opleiding Metalektro website, viewed on 5th December 2010.
http://www.ao-metalektro.nl/cms/publish/content/showpage.asp?pageid=1596
BMW Augmented Reality Workshop, Viewed on 21st February 2011,
http://www.bmw.com/com/en/owners/service/augmented_reality_workshop_1.html
Central Government press release, viewed on 8th April 2011,
http://www.rijksoverheid.nl/documenten-en-publicaties/persberichten/2011/04/08/ministerraadstemt-in-met-bezuinigingsplannen-defensie.html
Davis, M., Blog-post; Change Management - Cracking the Code of Change, published at
02/21/2012 - 01:50.http://www.enterprisecioforum.com/en/blogs/mdavis10/changemanagement-part-1-cracking-code-c.
Egemin Vadeo maintenance consultancy, viewed on 7th February 2011.
http://www.vadeo.nl/onderhoudsadvies.html
Imtech Marine & Offshore (2011), company website, viewed on September 18th, 2011.
http://www.imtech.eu/eCache/DEF/9/590.bGFuZz1FTg.html
NATO Logistics Handbook (1997), Viewed on 13th February 2011.
http://www.nato.int/docu/logi-en/1997/lo-106.htm#109
Nickols, F. (2006), Change Management 101: A Primer , viewed on 27th March 2011.
http://home.att.net/~nickols/change.htm
Schuler, A.J. (2003) Overcoming Resistance to Change: Top Te Reasons for Change
Resistance, www.schulersolutions.com.
Thales Naval Systems (2011), company website, viewed on September 18th, 2011.
http://www.thalesgroup.com/integratedmast/
Wärtsilä (2011), company website, viewed on March 23th, 2011.
http://www.wartsila.com/en/services-support/service-solutions/expertise/propulsion-services
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APPENDIX B OCAI TEST NMSA
Organizational Culture Assesment Instrument (OCAI)
Marinebedrijf
Groep / indeling
CPIM
Divisie Vloot / Platform
Divisie Vloot / SEWACO
Divisie Logistieke Diensten
Divisie Speciale Producten
1. Dominante kenmerken
A Het Marinebedrijf heeft een zeer persoonlijk karakter. Ze heeft veel weg van een grote
familie. De mensen lijken veel met elkaar gemeen te hebben.
B Het Marinebedrijf is zeer dynamisch en er heerst een echte ondernemingsgeest. De
mensen zijn bereid hun nek uit te steken en risico’s te nemen.
C Het Marinebedrijf is sterk resultaatgericht. Het werk af zien te krijgen is de grootste zorg. De
mensen zijn erg competitief en gericht op het boeken van resultaten.
D Het Marinebedrijf is strak geleid en gestructureerd. Formele procedures bepalen in het
algemeen wat mensen doen.
Totaalscore huidige situatie
NU
2. De leiding van het Marinebedrijf
A De leiding van het Marinebedrijf gedraagt zich in het algemeen als mentor, faciliteert en
stimuleert.
NU
B De leiding van het Marinebedrijf spreidt in het algemeen ondernemingslust ten toon, evenals
vernieuwingsgezindheid en risicobereidheid.
C De leiding van het Marinebedrijf geeft in het algemeen blijk van een nononsense instelling,
agressiviteit en resultaatgerichtheid.
D De leiding van het Marinebedrijf geeft in het algemeen blijk van coördinerend en
organiserend gedrag en maakt de indruk van een soepel draaiende, efficiënte machinerie
3. Personeelsmanagement
A De managementstijl van het Marinebedrijf wordt gekenmerkt door teamwerk, consensus en
participatie.
B De managementstijl van het Marinebedrijf wordt gekenmerkt door persoonlijke
risicobereidheid, vernieuwing, vrijheid en uniciteit.
C De managementstijl van het Marinebedrijf wordt gekenmerkt door niets ontziende
competitie, hoge eisen en prestatiegerichtheid.
D De managementstijl van het Marinebedrijf wordt gekenmerkt door zekerheid omtrent baan,
de voorschriften, voorspelbaarheid en stabiele verhoudingen.
4. Het bindmiddel van het Marinebedrijf
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0
0
NU
0
NU
AMC MSc
A Het bindmiddel dat het Marinebedrijf bijeenhoudt, bestaat uit loyaliteit en onderling
vertrouwen. Betrokkenheid bij het Marinebedrijf staat hoog in het vaandel geschreven.
B Het bindmiddel dat de Marinebedrijf bijeenhoudt, bestaat uit betrokkenheid bij innovatie en
ontwikkeling. De nadruk ligt op het streven in de bedrijfstak voorop te lopen.
C Het bindmiddel dat de Marinebedrijf bijeenhoudt, bestaat uit de nadruk op prestaties en het
bereiken van doelstellingen. Agressiviteit en winnen zijn gangbare thema’s.
D Het bindmiddel dat de Marinebedrijf bijeenhoudt, bestaat uit formele regels en
beleidsstukken. Instandhouding van een soepel draaiende Marinebedrijf is belangrijk.
0
5. Strategische accenten
A De Marinebedrijf legt de nadruk op menselijke ontwikkelingen. Een grote mate van
vertrouwen, openheid en participatie zijn niet weg te denken.
B Het Marinebedrijf legt de nadruk op het aanboren van nieuwe bronnen en het creëren van
nieuwe uitdagingen. Uitproberen van nieuwe dingen en zoeken naar kansen wordt
gewaardeerd.
C Het Marinebedrijf legt de nadruk op wedijverend gedrag en prestaties. Het bereiken van
ambitieuze doelstellingen en overwinningen in de markt spelen de hoofdrol.
D Het Marinebedrijf legt de nadruk op behoud van het bestaande en stabiliteit. Efficiëntie,
beheersbaarheid en een soepele uitvoering spelen de hoofdrol.
NU
6. Succescriteria
A Het Marinebedrijf definieert succes op grond van de ontwikkeling van human resources,
teamwerk, de betrokkenheid van het personeel en zorg voor de mensen.
B Het Marinebedrijf definieert succes als kunnen beschikken over zo uniek mogelijke of de
nieuwste producten. Ze kan worden beschouwd als innovatief en als toonaangevend wat
haar producten betreft.
NU
C Het Marinebedrijf definieert succes als winnen in de markt en de concurrentie de loef
afsteken. Concurrerend marktleiderschap staat centraal.
D Het Marinebedrijf definieert succes binnen het kader van de efficiëntie. Betrouwbare
levering, soepel verlopende schema’s en goedkope productie zijn van cruciaal belang.
0
0
1. Dominante kenmerken
A Het Marinebedrijf heeft een zeer persoonlijk karakter. Ze heeft veel weg van een grote
familie. De mensen lijken veel met elkaar gemeen te hebben.
B Het Marinebedrijf is zeer dynamisch en er heerst een echte ondernemingsgeest. De
mensen zijn bereid hun nek uit te steken en risico’s te nemen.
C Het Marinebedrijf is sterk resultaatgericht. Het werk af zien te krijgen is de grootste zorg. De
mensen zijn erg competitief en gericht op het boeken van resultaten.
D Het Marinebedrijf is strak geleid en gestructureerd. Formele procedures bepalen in het
algemeen wat mensen doen.
Totaalscore gewenste situatie
WENS
2. De leiding van het Marinebedrijf
A De leiding van het Marinebedrijf gedraagt zich in het algemeen als mentor, faciliteert en
stimuleert.
WENS
B De leiding van het Marinebedrijf spreidt in het algemeen ondernemingslust ten toon, evenals
vernieuwingsgezindheid en risicobereidheid.
C De leiding van het Marinebedrijf geeft in het algemeen blijk van een nononsense instelling,
agressiviteit en resultaatgerichtheid.
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AMC MSc
0
D De leiding van het Marinebedrijf geeft in het algemeen blijk van coördinerend en
organiserend gedrag en maakt de indruk van een soepel draaiende, efficiënte machinerie
0
3. Personeelsmanagement
A De managementstijl van het Marinebedrijf wordt gekenmerkt door teamwerk, consensus en
participatie.
B De managementstijl van het Marinebedrijf wordt gekenmerkt door persoonlijke
risicobereidheid, vernieuwing, vrijheid en uniciteit.
C De managementstijl van het Marinebedrijf wordt gekenmerkt door niets ontziende
competitie, hoge eisen en prestatiegerichtheid.
D De managementstijl van het Marinebedrijf wordt gekenmerkt door zekerheid omtrent baan,
de voorschriften, voorspelbaarheid en stabiele verhoudingen.
WENS
4. Het bindmiddel van het Marinebedrijf
A Het bindmiddel dat het Marinebedrijf bijeenhoudt, bestaat uit loyaliteit en onderling
vertrouwen. Betrokkenheid bij de Marinebedrijf staat hoog in het vaandel geschreven.
B Het bindmiddel dat het Marinebedrijf bijeenhoudt, bestaat uit betrokkenheid bij innovatie en
ontwikkeling. De nadruk ligt op het streven in de bedrijfstak voorop te lopen.
C Het bindmiddel dat het Marinebedrijf bijeenhoudt, bestaat uit de nadruk op prestaties en het
bereiken van doelstellingen. Agressiviteit en winnen zijn gangbare thema’s.
D Het bindmiddel dat het Marinebedrijf bijeenhoudt, bestaat uit formele regels en
beleidsstukken. Instandhouding van een soepel draaiende Marinebedrijf is belangrijk.
WENS
5. Strategische accenten
A Het Marinebedrijf legt de nadruk op menselijke ontwikkelingen. Een grote mate van
vertrouwen, openheid en participatie zijn niet weg te denken.
B Het Marinebedrijf legt de nadruk op het aanboren van nieuwe bronnen en het creëren van
nieuwe uitdagingen. Uitproberen van nieuwe dingen en zoeken naar kansen wordt
gewaardeerd.
C Het Marinebedrijf legt de nadruk op wedijverend gedrag en prestaties. Het bereiken van
ambitieuze doelstellingen en overwinningen in de markt spelen de hoofdrol.
D Het Marinebedrijf legt de nadruk op behoud van het bestaande en stabiliteit. Efficiëntie,
beheersbaarheid en een soepele uitvoering spelen de hoofdrol.
WENS
6. Succescriteria
A Het Marinebedrijf definieert succes op grond van de ontwikkeling van human resources,
teamwerk, de betrokkenheid van het personeel en zorg voor de mensen.
B Het Marinebedrijf definieert succes als kunnen beschikken over zo uniek mogelijke of de
nieuwste producten. Ze kan worden beschouwd als innovatief en als toonaangevend wat
haar producten betreft.
WENS
C Het Marinebedrijf definieert succes als winnen in de markt en de concurrentie de loef
afsteken. Concurrerend marktleiderschap staat centraal.
D Het Marinebedrijf definieert succes binnen het kader van de efficiëntie. Betrouwbare
levering, soepel verlopende schema’s en goedkope productie zijn van cruciaal belang.
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AMC MSc
0
0
0
0
APPENDIX C QUESTIONNAIRE, REASONING AND ANSWERS
1. What goals are important to define (should be defined) for the implementation
of a Remote Maintenance method, like Telemaintenance? Respectively 'What
were the most important reasons for the decision to implement a Remote
Maintenance solution?'
The first question about the most important goals to define for the implementation of
TM respectively the most important reasons for the decision to implement TM
therefore intents to find out the context and scope of the implementation.
2. Who is normally involved in the maintenance process?
The intention of the second question asking who generally is involved in the
maintenance process is to find out what departments and stakeholders are typically
involved in the maintenance process (when a problem occurs, how will the
organization execute activities to solve the maintenance demand?)
3. Who has normally access to and is using a remote maintenance method?
Accordingly the next question is about who has access to and is using the remote
maintenance method in order to find out the scope and penetration of the remote
maintenance method (like the field engineers or also the system engineers / software
developers?). A difference is made between using and accessing because having
access does not necessarily mean that it is also used.
4. Is a (shared) vision with the implementation of a TM system being established
(i.e. “we want to be the No 1 in maintenance services”)?
Having a vision is viewed as essential by many researchers for initiating and
managing change (Kotter, 1995). The fourth question therefore aims to find out if a
vision is connected with the implementation of a TM system. Carnall states that
change architecture is focusing on creating a new future, this new future must be
declared by management in a new vision, to motivate employees and give direction
(Senge, 2006).
5. Is a strategy defined how to reach the ‘to be’ (target) situation defined in the
vision?
A strategy is defined how to reach the 'to be' situation.
6. Is a pilot group testing the new scenario being established?
Establishing a pilot group is viewed by researchers as important element to
successful implement change and to minimize risk (Senge, 1999), (Doppler, 2004),
(Carnall, 2004). Question number six therefore asks if a pilot group is established
during a Telemaintenance implementation. Also, learning by doing, learning by use
and learning from failure are the three learning modes of Carnall.
7. Does the implementation slow down the productivity of companies?
The reduction of productivity and motivation is typical at the beginning of a change
process. Therefore the intention of question number seven is to find out if the
productivity is influenced during the implementation phase in order to draw
conclusions to the appropriateness of different Change Management strategies.
8. What changes are required to successfully implement a TM system?
Changes in processes as well as in the organizational structure and culture are
regarded by some researchers (Cameron and Quinn, 1999), (Carnall, 2004) as
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AMC MSc
prerequisite for a successful TM implementation. Therefore, the aim of question
number eight is to find out, if, in practice, appropriate changes take place.
9. How is the implementation of a TM system and the changes required hereof
communicated with the people affected?
Question number nine intents to find out how well the implementation of TM and the
changes resulting hereof are communicated since this is an important element of
Organizational Change Management (Doppler, 2004).
10. What changes in the organizational structure are necessary to best support TM
or other Remote Maintenance methods? Please describe.
The aim of question number ten is to find out what changes are required in the
organizational structure to best support the implementation of Telemaintenance.
11. What of the following organizational change management methods/tools are
used during the implementation of a TM system?
Question number eleven asks for Change Management methods and tools that are
utilized during a TM implementation like aligning and mobilizing leaders and vocal
and visible support from senior management (walking the talk).
12. What kind of training do users receive during a TM system implementation?
Coaching plays an important role during the change process especially during the
initial phase. Question number twelve therefore aims to find out what kind of training
users receive during a TM implementation. Of special interest has been the question
if other than technical functionality is trained like working in a team to successfully
deal with the new environment.
13. What are the main/important problems during the implementation phase?
Question number thirteen tries to find out the main barriers and problems during a TM
implementation. Especially interesting in this context has been the question if the
problems can be located in the organizational culture and people related issues or if
they are centered around technical aspects.
14. What are the main/important factors for a successful implementation.
Aiming to find out what factors positively influence the success of a TM
implementation.
15. Are the results achieved through the implementation of a TM satisfactory?
The next question asks if the results of a TM implementation are satisfactory
respectively deliver the promised results. The question intents to relate the success of
an implementation to the utilized Change Management methods and tools in the
implementation phase.
16. Is the “Return On Investment” measured?
Question number sixteen deals with the Return on Investment (ROI) measurement of
the TM implementation.
a. If yes, how is it measured and with what results?
17. When the implementation is completed within their organization(s), are there
performance indicators established or other measuring methods for monitoring
the progress internally and externally (benchmarking)?
The next question intents to relate the first strategic change process of Carnall (2004)
to the researched participant.
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18. To which extent can the customer influence the implementation process?
This question will discover the commitment to action plans, the third required process
to achieve strategic change (Carnall, 2004).
19. How do you describe your relationship between the cooperation and
employees, customers and suppliers during the time frame of remote
maintenance method implementation?
The next question is to find out the structures of relationships, because continuity and
stability in these relationships allow for a flexible and cooperative response to change
(Carnall, 2004).
20. Is the implementation of TM executed integral in the whole organization?
The next question is to examine if the change is executed as an organization wide
approach (Carnall, 2004).
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AMC MSc
QUESTIONNAIRE
Person of Contact
1
2
3
What goals are important to
define (should be defined) for
the
implementation
of
a
Remote Maintenance method,
like
Telemaintenance?
Respectively 'What were the
most important reasons for the
decision
to
implement
a
Remote Maintenance solution?'
The first question about the most
important goals to define for the
implementation
of
TM
respectively the most important
reasons for the decision to
implement TM therefore intents to
find out the context and scope of
the implementation.
Who is normally involved in the
maintenance process?
The intention of the second
question asking who generally is
involved in the maintenance
process is to find out what
departments and stakeholders
are typically involved in the
maintenance process (when a
problem occurs, how will the
organization execute activities to
solve the maintenance demand?)
Who has normally access to
and is using a remote
maintenance method?
Accordingly the next question is
about who has access to and is
using the remote maintenance
method in order to find out the
scope and penetration of the
remote maintenance method (like
the field engineers or also the
system engineers / software
developers?). A difference is
made
between
using
and
accessing
because
having
access does not necessarily
mean that it is also used.
Jens Vägar MSc.
Dr. Ir. Peter van der Klugt, Senior Consultant &
Ing. Berend Jongebloed
Dr. Ir. Brian Gajadhar
Manager CBM, Technical Services
Ir. Bas Cornet, System Engineer
Program & Project Manager
R&D Manager
Wärtsilä Finland Oy
Imtech Marine & Offshore
Thales Naval Netherlands**
Tedopres International BV
Answer is not published in this
Answer is not published in this version
Answer is not published in
version to protect confidentiality
to protect confidentiality to the
version to protect confidentiality to the
this version to protect
to the participants
participants
participants
confidentiality to the
participants
to the participants
participants
participants
participants
to the participants
participants
participants
participants
Page 128/149
AMC MSc
4
5
Is a (shared) vision with the
implementation of a TM system
being established (i.e. “we
want to be the No 1 in
maintenance services”)?
Having a vision is viewed as
essential by many researchers for
initiating and managing change
(Kotter,
1995).
The
fourth
question therefore aims to find
out if a vision is connected with
the implementation of a TM
system. Carnall states that
change architecture is focusing
on creating a new future, this new
future must be declared by
management in a new vision, to
motivate employees and give
direction (Senge, 2006).
Is a strategy defined how to
reach the ‘to be’ (target)
situation defined in the vision?
A strategy is defined how to
reach the 'to be' situation.
to the participants
participants
participants
participants
to the participants
participants
participants
participants
6
7
8
Is a pilot group testing the new
scenario being established?
Establishing a pilot group is
viewed
by
researchers
as
important element to successful
implement
change
and
to
minimize risk (Senge, 1999),
(Doppler, 2004), (Carnall, 2004).
Question number six therefore
asks if a pilot group is established
during
a
Telemaintenance
implementation. Also, learning by
doing, learning by use and
learning from failure are the three
learning modes of Carnall.
Does the implementation slow
down the productivity of
companies?
The reduction of productivity and
motivation is typical at the
beginning of a change process.
Therefore
the
intention
of
question number seven is to find
out if the productivity is influenced
during the implementation phase
in order to draw conclusions to
the appropriateness of different
Change Management strategies.
What changes are required to
successfully implement a TM
system?
Changes in processes as well as
to the participants
participants
participants
participants
to the participants
participants
participants
participants
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AMC MSc
9
10
11
12
in the organizational structure
and culture are regarded by some
researchers
(Cameron
and
Quinn, 1999), (Carnall, 2004) as
prerequisite for a successful TM
implementation. Therefore, the
aim of question number eight is to
find
out,
if,
in
practice,
appropriate changes take place.
to the participants
How is the implementation of a
TM system and the changes
required hereof communicated
with the people affected?
Question number nine intents to
find
out
how
well
the
implementation of TM and the
changes resulting hereof are
communicated since this is an
important
element
of
Organizational
Change
Management (Doppler, 2004).
to the participants
participants
participants
What
changes
in
the
organizational structure are
necessary to best support TM
or other Remote Maintenance
methods? Please describe.
The aim of question number ten
is to find out what changes are
required in the organizational
structure to best support the
implementation
of
Telemaintenance.
What
of
the
following
organizational
change
management
methods/tools
are
used
during
the
implementation
of
a
TM
system?
Question number eleven asks for
Change Management methods
and tools that are utilized during a
TM implementation like aligning
and mobilizing leaders and vocal
and visible support from senior
management (walking the talk).
What kind of training do users
receive during a TM system
implementation?
Coaching plays an important role
during the change process
especially during the initial phase.
Question
number
twelve
therefore aims to find out what
kind of training users receive
during a TM implementation. Of
special interest has been the
question if other than technical
functionality is trained like
working in a team to successfully
participants
participants
participants
participants
to the participants
participants
participants
participants
to the participants
participants
participants
participants
to the participants
participants
participants
participants
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deal with the new environment.
13
14
What are the main/important
problems
during
the
implementation phase?
Question number thirteen tries to
find out the main barriers and
problems
during
a
TM
implementation.
Especially
interesting in this context has
been the question if the problems
can
be
located
in
the
organizational culture and people
related issues or if they are
centered
around
technical
aspects.
What are the main/important
factors
for
a
successful
implementation.
Aiming to find out what factors
positively influence the success
of a TM implementation.
to the participants
participants
participants
participants
to the participants
participants
participants
participants
15
16
Are the results achieved
through the implementation of
a TM satisfactory?
The next question asks if the
results of a TM implementation
are
satisfactory
respectively
deliver the promised results. The
question intents to relate the
success of an implementation to
the utilized Change Management
methods and tools in the
implementation phase.
Is the “Return On Investment”
measured?
Question number sixteen deals
with the Return on Investment
(ROI) measurement of the TM
implementation.
to the participants
participants
participants
participants
to the participants
participants
participants
participants
If yes, how is it measured and
with what results?
17
When the implementation is
completed
within
their
organization(s),
are
there
performance
indicators
established or other measuring
methods for monitoring the
progress
internally
and
externally (benchmarking)?
The next question intents to
relate the first strategic change
process of Carnall (2004) to the
researched participant.
to the participants
participants
participants
participants
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18
To which extent can the
customer
influence
the
implementation process?
This question will discover the
commitment to action plans, the
third required process to achieve
strategic change (Carnall, 2004).
to the participants
participants
participants
participants
19
20
How do you describe your
relationship
between
the
cooperation and employees,
customers
and
suppliers
during the time frame of remote
maintenance
method
implementation?
The next question is to find out
the structures of relationships,
because continuity and stability in
these relationships allow for a
flexible and cooperative response
to change (Carnall, 2004).
Is the implementation of TM
executed integral in the whole
organization?
The next question is to examine if
the change is executed as an
organization
wide
approach
(Carnall, 2004).
to the participants
participants
participants
participants
to the participants
participants
participants
participants
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APPENDIX D DESCRIPTIVE INTERVIEW RESULTS
Interviews participants of existing MoD NL case Remote Maintenance. The interviews were
held in Dutch. For evaluation purposes and approval of the interviewee the interview
description remains in Dutch.
Interview participant of existing MoD NL case Remote Maintenance.
Name: Lt.Cdr. Marc Jongen MSc.
Position: former Hoofd Sectie Prestatiebewaking, CZSK/Matlog.
Date: 20-09-2011.
Place: Frederik barracks, The Hague.
Case Study: Remote Online Condition Monitoring implementation on Dutch Hydrographic
Survey Vessels (in Dutch HOV).
Answer is not published in this version to protect confidentiality to the
participants.
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Name: Philip Minnema, Chief Petty Officer Marine Engineering.
Position: Chef Conditiebewaking Klein Boven Water eenheden, CZSK/Matlog.
Date: 31-05-2012.
Place: Erfprins barracks, Den Helder.
participants.
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Name: Harry Lijzenga, Lt. Cdr. Marine Engineering.
Position: former Head Conditiebewaking Klein Boven Water eenheden, CZSK/Matlog.
Date: 18-06-2012.
participants.
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Name: Sander Wanningen MSc, Lt. Cdr. Marine Engineering.
Position: Hoofd Bureau Conditiebewaking en Prestatie, CZSK/Matlog.
Date: 13-06-2012.
Place: Willemsoord barracks, Den Helder.
participants.
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Name: Martin Uitdenbogerd MEng, Mechanical and Marine Engineer.
Position: Technical advisor Propulsion Technology and Marine Engineering DMO.
Date: 05-07-2012.
participants.
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Interview participant of existing MoD NL case Maintenance Modernisation Programme.
Name: Jaco van der Vlies, Captain RNLA.
Position: Initiator MMP within DMO
Date: 25-06-2012.
Place: Soesterberg
Case Study: Maintenance Modernisation Programme wrt Fennek reconnaissance vehicle.
participants.
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Name: Koning, Sergeant Major RNLA.
Position: Senior technical engineer communication systems Air Mobile Brigade RNLA.
Date: 17-07-2012.
Place: Assen, Johan Willem Friso Barracks
participants.
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Name: Harold van de Leur, Captain RNLA.
Position: Commanding Officer Logistics Company RNLA.
Date: 09-08-2012.
Place: Amersfoort, Bernhard Barracks
participants.
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APPENDIX E STAKEHOLDER ANALYSIS
In accordance with the INCOSE Systems Engineering Handbook (2007): A Stakeholder is
any entity (individual or organization) with a legitimate interest in the system. Typical
stakeholders include:

users

operators

enterprise decision-makers

parties to the agreement

regulatory bodies

developing agencies

support organizations
Stakeholder analysis is a term used in project management, system engineering and
business administration to describe a process where all the individuals or groups that are
likely to be affected by the activities of a project are identified and then sorted according to
how much they can affect the project and how much the project can affect them. This
information is used to assess how the interests of those stakeholders should be addressed in
the project plan.
Procedure of the Stakeholder analysis
1. Write down all the names of interest groups, institutions, individuals, organizations,
authorities, who are:
2.

Concerned in any way with the project

Located in the region

Hold an influential position

May be affected by the problems addressed in the program
Group the parties involved into type of organization; i.e., individual, organizations,
government, etc. to facilitate discussion and analysis.
3. Take a closer look at some of the groups.
Select the most important; i.e., those expected to have particularly strong influence over the
project and cannot be ignored. Analyze these groups according to:

Characteristics: social (members, social background, religion, cultural aspects), status
of the group (formal, informal, other) and structure (organization, leaders, etc.).

The main problems affecting or facing the group (economic, ecological, cultural, etc.).
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
The main needs and wishes, interests (openly expressed, hidden, vested), motives
(hopes,
expectations,
fears),
and
attitudes
(friendly/neutral/hostile
towards
implementation agencies and others) as seen from the group’s point of view.

The potential in terms of both strengths (resources) and weaknesses of the group,
and what could the group contribute or withhold from the project

The linkages indicating main conflicts of interests, patterns of cooperation or
dependency with other groups.
It may be advantageous to define three categories: active, beneficiaries, and those affected.
4. Set priorities: decide whose interests and views are to be given priority in addressing
problems?

Which are the groups most in need of external assistance?

Which interest groups should be supported in order to ensure positive development?
In which way should they be considered?

What conflicts would occur by supporting given interest groups and what measures
can be taken to avoid such conflicts?

Essentially, how should the project react towards the group?
Structure of the Onion Model

The onion model consists of a set of concentric Circles.

A “Circle” denotes a subset of entities in the world relevant to a development project.
Those entities are represented as Stakeholders.

The innermost ring denotes the “Product”, the hardware of software under
development.

A “Role” is a class of Stakeholder with a distinct relationship to the Product under
development.

“The System”: “The Product” plus its human Operators and rules governing its
operations.

“The Containing System”: The System” plus any human Beneficiaries of The System
(whether they are involved in operations or not).

“The Wider Environment”:”The Containing System” plus any other Stakeholder.
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The System
The Affected
The
containing
System
Public &Tax
payers
CZSK/Matlog
The wider
environment
Regulator Safety &
Environment
CZSK/
Operators
NMSA Engineer
Suppliers
Politics
Instructor/
Education
Telemain
-tenance
NMSA Field
Engineer
Enemies
DMO/Project
Manager Developer
CDS/DOBBP
DMO/WSM Manager
Figure 22: Onion model of Stakeholder analysis Telemaintenance
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APPENDIX F DEFENSE MATERIEL PROCESS
The process surrounding the procurement of materiel is managed by the Defense Materiel
Process (DMP) (DMO/Beleid, 2006). The DMP contains rules for meeting requirements for
military materiel, information systems and infrastructure for projects costing € 5 million and
above. DMP was introduced to improve accountability of Defense materiel projects. The
directions as described in the DMP are mandatory during the procurement process.
The procurement of materiel costing € 5 million and above is managed by the DMP. It marks
political decision-making at important points in the process and ensures that the political
leadership are kept adequately informed, as well as the House of Representatives in the
case of larger projects, during the entire course of the projects, so that they can intervene if
necessary. Projects proceed through five phases in the DMP:
in this phase a detailed description of the “need” is generated. In the Policy, Planning and
DMP
Budgeting Process (PPB), a total investment concept is prepared on the basis of the
phase A
ambitions of the Defense organization and the budgetary parameters. The results of the PPB
-
process are reported in the statement of requirements (A-document), which reflects how the
Requirements
Defense organization arrived at the requirement from among the various options. This
document is edited by CDS/DOBBP and is responsible for the content.
is concerned with translating the requirement into functional and, where possible, technical
DMP
requirements that the product must satisfy. The responsibility is lay down by DMO.
phase B
Pre-study
the general requirements from the previous phase are worked out in more detail and a
DMP
phase C
shortlist is drawn up of the most eligible alternatives. They are then assessed in terms of the
more elaborate requirements.
Study
During this phase potential suppliers are asked to submit offers based on the requirements
DMP
and the regulations in force in respect of procurement. After studying the offers, and any
phase D
related negotiations with the supplier who is ultimately awarded the contract, and after a line of
-
credit has been approved, a contract will be signed.
Procurement
preparation
The realization of the project begins after phase D. Only in the event of a project exceeding €
DMP
phase E
250 million does a formal DMP project evaluation take place after the materiel has been taken
into service.
Evaluation
Table 7: Overview of Defense Materiel Process phases.
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APPENDIX G ANALYSES OF CHANGE CAPABILITY NMSA
An analysis is executed of the current Change Capability of the NMSA for sorting out where
focus must lay down when Telemaintenance is implemented in the organization. The Change
Architecture method is dependable on the capability of changing of the organization.
Stage 1 – Ambition
The ambition is to install and execute a new maintenance concept within the NMSA for
supporting naval ships of the RNLN. This concept is called Telemaintenance. The level of
ambition by implementing Telemaintenance fits in the mission statement of the NMSA, and
brings opportunities but also risks. The change is ambitious enough to recognize risks and
deal with them to overcome a change failure.
Stage 2 – Change Architecture
As mentioned before, Carnall stresses that a well thought out and structured change
architecture is required. The architecture is developed and used after analyses of the
learning outcomes of primary research, as described in Chapter 4.
Stage 3 – Effectiveness of Change Components
Carnall suggests five key components to be examined in order to determine the performance
of the Change Architecture. Each component will be defined and helps diagnosing the
capability of successful organizational change. This will be done to answer particular
questions with the results from literature and primary research. The effectiveness of the
change components are displayed with the colors RED and GREEN. When indicated RED,
the component is not developed enough and increased focus of a change implementation
team is necessary. When indicated GREEN, the organization is already capable and
effective for change.
Appropriate Structure
Does the organization
The hierarchy character of the NMSA organization will establish a formalized
have the capability to
and structured way of working. When change is initiated from the bottom of
manage change?
the organization, when no procedures are followed, the capability of managing
change is not present. This organization is designed to follow formal rules and
policies and it does not cope with change when initiatives are deviated of this
primary characteristic of the NMSA. No performance measurement system or
performance indicators are implemented to give insight in costs, performance,
and etcetera.
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Resonance
When the change initiative resonates, organizational stakeholders are of the impression that
the change suggested is the right response or initiative at the time. Resonance can be
measured in the following terms:
Does the change
Existing defense cases shows: not a clear need is communicated to the
address a need felt by
stakeholders. A common picture of the need was not clear by lacking of a
stakeholders?
requirement to a sound problem. The requirement shall be founded by a
proper business case, but in reality the business case analysis is not
executed.
Do the different change
The defense cases initiate one initiative at the time. No integral approach was
initiatives reinforce each
executed. So no reinforcing to other stakeholders (Education, MATLOG) was
other?
observed.
Will the initiative allow for
The defense cases shows empowerment for the employee who are situated
empowerment at a local
ashore. From the center where maintenance activities are directed to the
level?
supported engineer.
The implementation will enhance the empowerment to a central controlled
organization, in this case the TM Expert center. Locally, the crewmembers will
decrease their responsibilities of maintenance activities. On the other hand
empowerment of tasks, responsibilities will increase when the new build TM
Expert center is accomplished.
Is the implementation
The defense cases show a need for demonstration and doing pilots for
process clear about the
increased learning and convincing employees. But learning how to implement
need for experimentation
this change was not the goal or objective of these cases.
and gaining knowledge
from this process?
Will the initiative provide
The defense cases show that the development of a centrally service desk is
for developments
established. But the implementation of measurement systems for evaluation
required for customer
of performance indicators etc, is not achieved. So no improvements of system
service and delivery?
performance and/or decreasing of maintenance costs can be measured and
controlled. Already the employees of the NMSA are proud of the product and
services they deliver. Telemaintenance delivers a contribution to increase the
value added chain to its customers.
Change Culture
Investigate the following components and address them in order to establish or strengthen a
healthy culture for organizational change:
Are leaders prepared to
The NMSA and NL MoD in general are cited as a Techno structure and
learn from experience?
Hierarchy structure. This indicates a great trust and work activity in protocols,
Is the organization
processes and organizational structures. Learning of something new is not
embracing the principles
priority number one. Also change oriented leadership with a broad vision is
of a learning
lacking the NL MoD. But frequently job rotations (especially military
organization?
personnel) bring fresh blood into the organization. This new guard could bring
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new insights, experiences and people who want to learn.
The defense cases show initiators who are the leaders in the learning process.
By trial and error they make steps in development to their vision. These cases
show that the organization could not cope with this approach of innovation,
development and not running the proper process for integral implementation
and participation of stakeholders.
How credible is the
The defense cases shows credible decisions for changes because the work
decision for change?
floor encounters problems, failure of systems and decreasing reliability of
weapon system and asks for a solution.
Is the change process a
The major pitfall of the NMSA is that no visible contribution is seen in
transparent one or one
improving processes and results.
full of secrecy?
Change Leadership
Leaders, informal and
At the moment there is a strong focus on developing leadership skills within
formal, must be
the NMSA. However these leaders are limping between two thoughts which
supported as becoming
approach should work best. Top-down or bottom-up. Also the unfamiliarity
change agents for
with Change Management methods and approaches, as addressed in the
change.
survey of this research, indicate the need for training and coaching.
Change Accelerator
To consider needs for adopting program and project management processes in the
management of organizational change.
Does the suggested
The defense cases show their experiences of not fitting in the processes they
change initiative fit to
have chosen for. The cases did not run the requirements or modification
current organizational
process (DMP), so a lot of obstacles were encountered by these initiatives.
processes?
Is the change initiative
The defense cases show no critical path because they did not follow the
designed to follow a
required process where other organizations could accelerate the change by
critical path in order to
support or by initiating other change initiatives.
enable further change?
Critical mass – results of
The defense cases show no critical mass that supports the implementation.
engagement of key
There were some stakeholders interested but a sponsor with mandate was not
stakeholders?
found in the path the initiators had taken. An integral approach when
completed a formal process is not followed.
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The Change Capability Framework will indicate which elements of capability are addressed
where a strong focus must be established when Telemaintenance is implemented within the
NMSA. The red elements of change capability of figure 23 are the ones who need attention
by the Implementation team. The green one will support the change implementation
program.
How ambitious
is the Change
Ambition…
Are the Change
Architecture and
Appropriate
Structure
plan?
Resonance
Change
Accelerator
Change Architecture
its key
components in
Implementing
place?
Telemaintenance within
the NMSA
How effectively
do these
components
Change
Change
Leadership
Culture
operate?
Figure 23: Change implementation framework; the areas of concern when implementing Telemaintenance within the NMSA.
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The Implementation of Telemaintenance - A study

Transcription

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