Service Desk – VOC: the heart of Lean in IT using Oobeya to lead change by Daniel Breston

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How did a Service Desk help lead the change of culture and improvement within a financial services organisation? The problem: IT management had changed from a service to project culture so CREATE side …

How did a Service Desk help lead the change of culture and improvement within a financial services organisation? The problem: IT management had changed from a service to project culture so CREATE side did not talk to the run side until too late. So the Service Desk was repeatedly solving things, performing unneeded tasks, had poor KPIs and tools, and higher costs. One year later and we were the Face-of-IT with measurable days saved in tasks, 80% satisfaction improvement, accelerated request fulfilment, happier staff and gave more budget to enable cloud development and infrastructure projects. We created a place of work and communication: an Oobeya and used Lean to guide improved service based on our ITIL tools and processes. A session presented by Daniel Breston at the Lean IT Summit 2013.
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  • Clasp your hands and note which thumb is on topNow unclasp and re-clasp your hands forcing the other thumb to be on topFeel Different???
  • Now I wanted to use them as they were the center of the universe and from my experience know the good, bad, ugly of ITAnd they constantly hear the VOC and the VoITSo this is a very quick overview of what was a 6-10 month journey
  • CTO – 1st day of work after having been hired 3 months earlierWhat do you see missing? No PC, phone…..Called Service Desk and yes he is in queue as they just got the ticket from HRCTO set target od DAY1, not having people on holiday for the first 7-12 days that they came to workI mean think about, what can you do that adds value to your business if you have no technology???
  • Many of the tickets from the Desk went to Server team but because information was poor had to be sent back, or ask further questions. Incident and problem and response time upDoes this sound familiar???Customer perception, hmmm, down
  • The time it takes to build a server or environment (physical or virtual) is measured in weeksTime to market, project timelines, lengthenBusiness missed opportunities lengthensIT perception, hmmmm, not so good and all CIO can do is give a mere jokeWell I went and got a hat, placed it in his office, got some large markers and told the server team that as we changed the way we worked and reduced the time, we would colour the hat until it was black at which point the CIO would eat his hat. I also gave him a list of hat recipes.Everyone thought I was one crazy texan
  • We knew nothing about lean, I knew all there is to know about ITIL and running Service and OperationsI met a coach and we started to compare: RCA, Processes, KPIs, PDCA… HMMMM!!!
  • So we got ourselves a few tools, I mean that is what IT does right, get a little training and some tools and we are ready
  • And we took the Lean and ITIL part ad some reading from Lean IT and what we were given and came up with a way to go do stuff
  • Off we went, workshops, meetings,,, hey how hard can this beGather some data, redo the processes, done in no time!!!
  • Ok so we had no data, we did not know what we were doing so we argued, the impacted did not know what they were doing or wantedKPIs out the windowTrue North: compass was just spinning in circlesAnd everyone hated us because they thught we were just a cover name for them losing their job
  • SO I WENT TO EULIT2 AND HEARD Takashi Tanaka and was stunnedI want to apologise to everyone that I physically moved out of the way to get to him and for some reason he is keeping away from em this year probably out of fearBut do you know there is very little on this thing and I really wish that the MC I had yesterday I could have received last year so if what we did is not quite right, well remember that Lean and ITIL are frameworks!!!
  • We had a room and it had all sort of stuff on the walls but in a chaotic manner. It was amazing how we changed and the the way we thought changed when we moved the stuff around into an orderWe also started to use only 2 colours: green for everything ok, red for nopeWe even changed the way the desk reported their normal reports in this manner: there was no yellowWe changed the way escalations worked – upwards not downwardsWe challenged the floor to deal with their own issuesWe re-trained management and the CIO went from zero to hero and loved this and embraced lean (reading) etc to the point he challenged his peers and directs to join the partyFinally we used the room to sell what we were doing and the impactThe hat stayed in the CIO office!!! More on that later
  • I just cannot understate the power of making it visibleEven more important I cannot understate the importance of having who is using it, make it their ownBut I did suggest we had stuff that would not change and
  • CTO and other doing the Gemba….
  • Stuff that would change as and when we needed it toBut if we did not learn it or had proof then it could not change
  • Finally here we were clueless so we did a survey and the server team would note the wrong tickets, why it was wrong and what had to be done to correctWorking in small batches or timeframes we gathered, fixed, gathered more, fixed…..
  • The SD and Server team worked together. At this point we heard about DevOPS and we saw that if we collaborated things worked, incidents reduced, problems resolved faster, users happier. Process now applied to all sorts of things from QA to what work is in queue to how to use service desk team in technical roles!
  • Now with the server process there was more incentive and so we used the Service Desk and the lean team to help them map what they did. The desk was using to following processes, mapping etc and with help we got also a what should happen and some meaningful issues to resolve (waste to remove)
  • The SD and Server team worked together. At this point we heard about DevOPS and we saw that if we collaborated things worked, incidents reduced, problems resolved faster, users happier. Process now applied to all sorts of things from QA to what work is in queue to how to use service desk team in technical roles!Time to market for projects decreased from 3 weeks to 1 hour for virtua and 1 day for physical allowing DEV-PMO to Create and Deliver Agile; ad introducing basis for DevOPS.Queue of work going!!!
  • Went bank wide but IT led the way and it is still there which is refreshing for a consultant to see as it is now a part of their culture where I see many ITIL initiatives die on the shelf
  • Service Desk has the data – hands it out, owns processes, is involved from day 1,,,VOC, VoIT… magic

Transcript

  • 1. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France Service Desk – VOC: the heart of Lean in IT using Oobeya to lead change Daniel Breston 3rd October 2013
  • 2. Copyright © Institut Lean France 2012 Service Desk & Lean IT • Why Lean? • Our Opportunities • What happened • Take-away 2
  • 3. Copyright © Institut Lean France 2012 But before we begin 3
  • 4. Copyright © Institut Lean France 2012 Your Service Desk After today you will THINK DIFFERENTLY about these Change leaders! 4
  • 5. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France THE PROBLEMS OK THE CHALLENGES OR OPPORTUNITIES 5
  • 6. Copyright © Institut Lean France 2012 Our Opportunity: 1 New joiners able to Work Day 1 not Day 12, 13, 14…! missing? What do you mean something is 6
  • 7. Copyright © Institut Lean France 2012 Our Opportunity: 2 Escalated incidents and requests with correct data 7
  • 8. Copyright © Institut Lean France 2012 Our Opportunity: 3 Provision Dev/Test environments: Virtual < 1 hour and Physical < 1 day HowTo:Eat Your Hat From Uncyclopedia, the content-free encyclopedia “If you hit this ball, I'll eat my hat!” ~ The big kid on Jimmy Neutron on eating his hat “If you can guess my middle name I'll eat my hat!” ~ Oscar Wilde on who the heck am I again? Ever been caught out using the age-old phrase "if that happens (if Labour manage to stay in power/if anyone watches Celebrity Big Brother/if you've got any proof, Poirot) I'll eat my hat"? Well, thanks to new research performed by the country's leading hatisticians, you need no longer worry about losing such a wager, for in a few simple steps your headgear can be transformed from decoration to delicacy! Below are some recipes which will satisfy even the most fussy of eaters: A hat in its natural habitat, here feeding on a human youngling Contents 1 Recipes 1.1 Hatatouille (serves 4-6) 1.2 Chocolate Hateau (serves 1.6) 1.3 Capcakes (serves .95) 1.4 Egg in the Nest (serves 6-10) 1.5 Spahatgettie and Puff Balls (serves 5-6) 1.6 Hattenburg Cake 2 Plan Z 3 History of Hat Eating 4 Nutritional Benefits HowTo This article is part of Uncyclopedia's HowTo series. See more HowTos Recipes edit Hatatouille (serves 4-6) edit Skin and pluck your hat, being careful not to lose any of the succulent juices. Soak the hat in 2 pints of ostrich milk mixed with the yolks of 17 goats' eggs. Place the hat in 42ml of water, bring to the boil and leave to simmer for 3 weeks. While waiting you might like to practise your macarena skills Serve with your arm straight and your eye on the ball. Chocolate Hateau (serves 1.6) edit Choose a suitable hat (for maximum flavour a top hat is recommended, but a baseball cap will cook faster). Coat your hat in chocolate. Take a feather out of a hat and thinly slice it, sprinkling the scraps over the cooked hat. Eat. Capcakes (serves .95) edit Take 1 knit watch cap and wash in extremely hot water until it shrinks to the size of a tennis ball. Insert 1 handful of angelfood cake inside the hat. Insert 2 tablespoons of your favorite jam or jelly. Here's one I made earlier 8
  • 9. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France The Plan or approach 9
  • 10. Copyright © Institut Lean France 2012 Hey! ITIL & Lean are similar  10
  • 11. Copyright © Institut Lean France 2012 Tools and Training 11
  • 12. Copyright © Institut Lean France 2012 Our way of working Plan Do Check Act 20 18 16 14 12 10 Why Why Why 8 4 2 0 Results Plan Describe the current performance 6 Why Describe the impact certain activities should have Where will be see the impact? (project & business KPIs) Why 20 18 16 14 12 10 8 6 4 2 0 What data can we get? How will we get it? Where will we keep it? Updates, visual, Trai ning, Communicatio n Reason 1 (x occurrences) Reason 2 (y occurrences) Gather colleagues, brainstorm , Identify problem, RCA, Baselin e, Draft ways to remove waste or issues, Show management and other to get buyin, quick wins •Verify quick wins, now do it again •And again •And again •Until we show them how to do it themselves •Lean Leadership Gemba •Now we have motion, we need to keep it going so plan a way to just do it! 12
  • 13. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France Do: well first few times were not fun! 13
  • 14. Copyright © Institut Lean France 2012 We planned, we went, we saw, we drew, we talked 14 14
  • 15. Copyright © Institut Lean France 2012 Results of first few PDCA cycles • • • • • • • No owner over processes Weak quality of data and documentation Constant conflicts Poor SLAs and KPIs Lean team confused Not enough learning Perception of Lean team = FUN Fire Us Now 15
  • 16. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France Along came Oobeya!!! 16
  • 17. Copyright © Institut Lean France 2012 When I saw this! Copyright © Institut Lean France 2012 22 & 23 November, 2012 Paris, France Digital Oobeya By Takashi Tanaka, 3DS 17
  • 18. Copyright © Institut Lean France 2012 Oobeya Room Source: Oobeya – Next Generation of Fast Product Development 18
  • 19. Copyright © Institut Lean France 2012 New way to talk & learn CAP-Do Check My target is, I am on/off plan, my issues are, my approach will be, plan b if that does nor work Act This is what I have done and accomplished Plan I saw this or learned that (AH HA!!!) and now I know I need to … Do Today, tomorrow, (say action and expected result) Show others Listen, Learn, Share, Compare, Lean Leadership, mentoring…. Source: Oobeya – Next Generation of Fast Product Development 19
  • 20. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France ITIL+Lean IT+ Oobeya+Gemba = new strategy 20
  • 21. Copyright © Institut Lean France 2012 Basic activities - VISUALISE Static part serves as a reminder and also support during discussions with others: 21
  • 22. Copyright © Institut Lean France 2012 Doing the Gemba 22
  • 23. Copyright © Institut Lean France 2012 GEMBA – Learn! Dynamic part – serves as a platform for weekly planning meetings and daily start-ups: scope/timeline, team ground rules & parking lot, AD, STMPs, RACI and progress tracking 23
  • 24. Copyright © Institut Lean France 2012 3 & 4 October, 2013 Paris, France So what happened! 24
  • 25. Copyright © Institut Lean France 2012 From: New Joiner Process Discovery: over approved, role mis-match, lack of inventory, waiting 25
  • 26. Copyright © Institut Lean France 2012 To: Work First Day in 4 countries HR IT 26
  • 27. Copyright © Institut Lean France 2012 From: Bad data and Re-Work Findings from interviews - Servers area Service Center Com notification system doesn't work: notification is being sent to manager Access rights - 2-track approval; question: whether we (very often he's not direct superior and he doesn't see for whom is need 4-way acceptance password) wrongly assigned requests every team member receives all requests RACIs of other teams are not known for Contact Center 40% of requests (1 week) are or not correctly addressed or should be resolved on 1st line (a lot of simple problems) KPIs for CC: based on amount of requests: amount and speed of different KPIs for CC and S teams closed requests not clear classification of urgency of requests result: ca. 60 requests (one week) overdue problems with task which requires cooperation of a few teams Model requests WAN team (subteam from Telecom) expects completely filled in model requests but users don't known how to do it -> as a result: users ask for help from S if model requests is incorrectly filled in - process starts from the beginning OL technical analyst/ help from a A lot of ad hoc requests (not via Service Center) Cooperation with Project Leaders (in general: lack of cooperation model between teams) Decision making process PLs are not passing by agreements to analysts (so analysts are asking about the same what PLs already have asked), changes within PLs and analysts teams there is lack of communication no feedback information what's going on with soultion after production meetings MISKBC committees it's not possible to plan there time for whole team Accounts / groups in MS Outlook groups in MS O - 1752 from 2000 year data quality in address book we don't use/re-use data properly not effective too much without structure problem with up-dates - Lotus Notes local-global Budget Committee - give conflict decisions waiting for decisions, asking for decisions not so detailed information there (planning only per team) (no process):Tele sometimes plann hoc, no structure on Proje accounts are being established for getting access rights (LAM generates account (in Warta 7641 accounts for 2800 employees) Knowledge gathering/sharing (S) no possibility to lo A Test environments Lack of system/application managers link between Servers and test environment - no procedure also preparation of these environments doesn't work (S) low level of knowledge about systems/ lack of responsibility with HR ICT Bad cooperation with other teams with Procurement Lack of resources the number of servers managed by TL is growing involvment in group initiatives Project Management mode 10 projects parallel within one month RACI of Application Support Unit is not clear for TL of Servers Unit Lack of vision for ICT (global-local) ) Lack of trainings Constant organizational changes Global projects Data requested by other teams Audit recommendations problem with up-dates - Lotus Notes thee groups are not managed poor installed applications about steps there is no procedure vs servers in process Service Center a result: system/application managers are asking for help/advice from Servers no added value from TL perspective: no trainings for his people/ no motivation tools/ recruitment process lasts too long in case of negotiations with potential candidate under contract with external company TL negotiated trainings for his employees and Procurement stopped that (even though ICT Mngt has agreed) Procurement often take decision based on price only external engineer of resources and (lack of 200 servers per 1 % of servers - vi lack of trainings and knowledge transfer from KBC project mngt process very chaotic problem with resources/prioritization (Business vs ICT projects) long duration of the projects -> a lot of agreements needed from different committees -> consequence planning/schedule of work is outof-date -> result: TL is not able to plan tasks for Servers team facts: Application Support Unit responsibility: only some critical applications only some applications in Servers Unit (ZSI, mail - 166 applications in KB & W) lack of communication towards employees about near future lack of vision on servers/ database in the context of RTI program no planning decisions are not communicated no stability lack of communication towards employees it should be clea was com no added value for Poland no information about impact on Poland tools are not used in Poland often these global projects are result of Audit recommendations a lot of requests about information which are already in the organisation (provided by Servers team) examples: GSP, RTI Pressure to simply close recommendation is sometimes higher than preparing the content of the solution. (in other words some solutions are questioned as not right, not well prepared) Lack of ownership/responsibility - people need to be chased to deliver the expected results 27 involvment of s tools are not k peo
  • 28. Copyright © Institut Lean France 2012 To: Right First Time Number of correct tickets on blue Results achieved June May April March 0% 20% 40% 60% 80% 100% 28
  • 29. Copyright © Institut Lean France 2012 From: Old Provisioning Process Light Green is waste Had more interest, as after all the CIO had a hat to eat! 29
  • 30. Copyright © Institut Lean France 2012 To: New Integrated Provisioning Provision Dev/Test environments: Virtual < 1 hour Physical < 1 day Service Catalogue Less inventory Time To Market reduced 30
  • 31. Copyright © Institut Lean France 2012 The CIO held a party And placed pieces of the hat in his slice! 31
  • 32. Copyright © Institut Lean France 2012 The Story Continues 32
  • 33. Copyright © Institut Lean France 2012 Call to Action! • Your Service Desk knows all:     • • • • The good The bad The Voice of the Customer The Voice of IT Empower them to drive change Give them a place to work (Oobeya) Tools & Training Then brag the results!!! 33
  • 34. Copyright © Institut Lean France 2012 Service Desk Driving Change – Daniel Breston 34