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Lean kanban university presentatie tri ict Hartman & Stroo
 

Lean kanban university presentatie tri ict Hartman & Stroo

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Two Lean IT cases, combining Lean Six Sigma and ITIL processes

Two Lean IT cases, combining Lean Six Sigma and ITIL processes

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    Lean kanban university presentatie tri ict Hartman & Stroo Lean kanban university presentatie tri ict Hartman & Stroo Presentation Transcript

    • ITIL gives the factory a nameLean shows the hiddenfactoryArd-Jan Hartman &Marcel StrooTri ICT, The Netherlands26-10-2012
    • Intro IT Operational Excellence Serving Clients Better About us Ard-Jan Hartman Marcel Stroo 2
    • Intro IT Operational Excellence Serving Clients Better Agenda  Introduction: Lean IT in Operations & Support  Case 1 IT service desk at logistics company  Case 2 IT department in high tech company  Conclusions & Q&A 3
    • Intro IT Operational Excellence Serving Clients Better Lean (Six Sigma) in IT operations  Development <-> IT Operations; Agile, Scrum <-> ITIL  It starts with Development, IT operations always the next step – Development: Waterfall -> Agile/Scrum – IT Operations: ITIL -> Lean IT operations 4
    • Intro IT Operational Excellence Serving Clients Better ITIL & Lean Six Sigma  ITIL: process blueprint & basic implementation  Lean Six Sigma : improve existing processes  Happy flow versus real life flow No – Lean dives deeper – Hidden factory  ITIL® v3: Lean Six Sigma elements incorporated – Value – End2end IT Service lifecycle – Continual Service Improvement 5
    • Intro IT Operational Excellence Serving Clients Better Opinion Poll 1  Our good improvement ideas end up in the meeting minutes, and stay there! – Yes – No 6
    • Case 1 IT Operational Excellence Serving Clients Better Case 1: IT servicedesk at a logistical company  Improving incident management & configuration management – Focus on incident management  Situation – IT servicedesk at Dutch logistics company – Two managers Green Belt trained, Lean Six Sigma used in company, but hardly in IT – Willingness to change: overall good • No threats to jobs, Lean is no taboo  Challenge – Performance below target: • Customer satisfaction too low • Resolution time below target: – Recent increase in external FTE’s had to be reduced with 1 FTE by working more efficiently 7
    • Case 1 IT Operational Excellence Serving Clients Better General approach  Awareness & skills: – Workshop Lean Six Sigma for key staff (project members) – Kick off: why are we doing this? – Brainstorm with team: why could this project fail? How to tackle this?  Communication – Existing communication channels  Quick wins, weekly – Spirit of continual improvement – Day starts & week starts  DMAIC project cycle, several months – Selection of Lean Six Sigma tools used – Weekly workshops 8
    • Case 1 IT Operational Excellence Serving Clients Better Lean & Six Sigma Tools used Tool Value Project Charter Keeps you on the main tracks Basic statistics: mean&median, • Spot special problem causes standard deviation, distribution, • Performance tracking histogram, control charts, Pareto chart Value Stream Map • Better understanding between staff • Pinpointing problems Brainstorm selection method N/3 Simple way of choosing most important problems & most valuable solutions Belbin team roles Get a good mix of people in your team and brainstorm sessions SIPOC Always the basis for setting process scope 5S Simple to start with, quick results, gets the spinning wheel of continual improvement running 9
    • Case 1 IT Operational Excellence Serving Clients Better Pareto customer dissatisfaction 10
    • Case 1 IT Operational Excellence Serving Clients Better VSM  Part of the VSM  Problems highlighted using colours 11
    • Case 1 IT Operational Excellence Serving Clients Better Some examples of improvements  Part of 3rd line (in shifts) in same room as 1st & 2nd line  Skip slow non-value-add step in registration tool  Central & daily management of 2nd line incident pool  Reducing number of Knowledge Base codes  Stricter quality coaching on ticket registration (never pass a defect)  Short consultation with 2nd line before dispatching incident  Awareness of how your work impacts colleagues and process end result 12
    • Case 1 IT Operational Excellence Serving Clients Better Measuring & sustaining results  Measurements in progress  1st results promising – Customer satisfaction on target – More incidents within resolution time target  Week & Day starts part of normal work  Working on complex improvements: burning platform needed 13
    • Poll IT Operational Excellence Serving Clients Better Opinion Poll 2  My IT processes performance are data driven – >70% – +/- 50% – < 30% 14
    • Intermezzo IT Operational Excellence Serving Clients Better Aligned with your customer? 15
    • Case 2 QUALITY “Let’s work smarter, not harder” “LEAN is… a mindset, or way of thinking, with a commitment to achieve a totally waste-free operation that’s focused on your customer’s success….It is achieved by simplifying and continuously improving all processes and relationships in an environment of trust, respect and full employee involvement….It is about people, simplicity, flow, visibility, partnerships and true value as perceived by the customer.”
    • Case 2 IT Operational Excellence PROJECT SCOPE & GOALS Serving Clients Better Problem Description:  Processes are incorrectly embedded in the Clients IT organization  Low customer and employee satisfactory  IT management not in control of the process Cost-to-Serve  No improvement culture among IT employees. Problem Scope:  The incident- and problem management processes within Clients Global IT, including 1st & 2nd (outsourced) and 3rd line support. Project Goals:  Insight into process performance (KPI’s) and influencing factors  Identifying & implementing improvements 17
    • Case 2 IT Operational Excellence OPERATIONAL EXCELLENCE ROADMAP Serving Clients Better Incident- and problem management Fact: Term ‘LEAN’ not used due to negative associates with FTE reduction
    • Case 2 IT Operational Excellence OPERATIONAL EXCELLENCE SCAN Serving Clients Better Quick Scan (pre-DMAIC) Scan step LEAN tooling Other tooling 1 • IT strategy analysis Management • Project charter • Customer Voice Chart • Employee/ Customer satisfactory models intake • SIPOC 2 • Voice of the Customer / IT Determining • Critical to Quality • Critical to Customer customer needs • KANO analysis Workshops Interviews 3 • Value Stream Mapping OBASHI methodology Data • Data analysis • Ownership • Business Layer analysis Process mapping • GEMBA walk • FMEA • Application Layer • System Layer • Hardware Layer • Infrastructure Layer 4 • TIM WOODS Improvement • 5S method • Spaghetti diagram • NOREA • SOX analysis • Ishikawa diagram • Poka Yoke • SSAE16  Improvement plan  Improvement opportunitys  Critical to Customer analysis  Critical to Quality analysis  Return on Investment analysis
    • Case 2 IT Operational Excellence WORKSHOP APPROACH Serving Clients Better Do! Do! Do! “I hear and I forget. I see and I remember. I do and I understand."
    • Case 2 IT Operational Excellence VOICE OF THE BUSINESS Serving Clients Better Example VOB’s that are Critical to Business PEOPLE PROCESS PRODUCT Low level of IT landscape Requesting ‘new server’ Active Internet Explorer browser knowledge on 1st and 2nd line process takes a long time. version not up-to-date to support. nowadays web standards. Only the 3rd line engineers Releases are always running Cannot send emails via Outlook understand my problems. out of time due to test defects. with > 7 MB attachment. IT should be more consulting in Who do I contact in case of Compatibility with different latest product releases. escalations. Office versions (.doc, .docx) IT engineers are fire fighters, and Incidents are hardly resolved What products can I get from not improvers. within SLA time. IT? Products do not always match Business processes. IT engineers are always willing to There is no pro-active or re- Where can I find the latest help! active problem management, work instruction, product to prevent. plans or other documents? IT engineers find it hard to translate Incidents cannot be resolved at No pro-active monitoring on IT solutions into ‘Business 1st or 2nd line support due to Services / network. language’. access rights. Slow IT development causes Slow network connection at delay on Business projects Client office. Many Access databases build by Business, no IT support.
    • Case 2 IT Operational Excellence PRODUCT IMPROVEMENT Serving Clients Better 5 S KAIZEN SESSIONS WITH IT & BUSINESS BUCA: “Difficult to find the right documentation on network shares” 1. Sorting (Seiri) 2. Straightening or setting in order (Seiton) 3. Sweeping or shining or cleanliness / systematic cleaning (Seiso) 4. Standardizing (Seiketsu) 5. Sustaining the discipline or self-discipline (Shitsuke) Incidents
    • Case 2 IT Operational Excellence PRODUCT IMPROVEMENT Serving Clients Better 5 S KAIZEN SESSIONS WITH IT & BUSINESS Old: Network drive mapping • Complex search structure • No version management • Complex and manual user access management • Who’s responsible for the content? 1. Sorting Reduction > 35 % of files! 2. Straightening = 3. Sweeping 4. Standardizing Less storage costs & effective 5. Sustaining search (< 10 sec.) New: SharePoint intranet • Search documents by sector • Only latest version online • Offline and online documents • Easy user management • Document ownership
    • Case 2 IT Operational Excellence PRODUCT IMPROVEMENT Serving Clients Better REDUCING COMPLEX IT ENVIRONMENT * BUCA: “Too many systems and applications. IT needs to be functionality driven instead of technology. Standardize the IT environment” What the customer What the customer What the customer Solution / Win wants gets now from IT should get “I need this new tool I “Okay, we will install “Dear customer, in order to The customer can found online to this as soon as administrate your business choose from a administrate my business possible” projects we provide functionality Service projects” Microsoft Project as catalogue standard” “I want to install Firefox on “Okay, we will install “Dear customer, we use Easier testing my desktop, because I this as soon as internet Explorer 8 as process, rapid also use this at home” possible” standard browser. This has deployments, less (Fingers crossed..) been tested according on defects. our (security) standards.” “I need to have a new “Okay (panic), we will “Dear customer, we can Standard Windows server, next week!” get you one. (again deliver a new virtual server server environments, fingers crossed, Hmm within 3 days, if you easy to deploy, easy what are the specs???) delivery the required specs to maintain. on time.”
    • Case 2 IT Operational Excellence PEOPLE/ PROCESS IMPROVEMENT Serving Clients Better Re-design incident- and problem management process Client Business * BUCA: “No proper process coördination within 3rd line support” 1st line support Team “Hidden factory” “Hidden factory” Lead 2nd line support 3rd line Engineers with nr. of tickets support 39 21 3 34 65 7 X Incidents X Problems X Changes “Hidden factory” “Hidden factory”
    • Case 2 IT Operational Excellence PEOPLE/ PROCESS IMPROVEMENT Serving Clients Better Re-design incident- and problem management process Client Business Service managers 1st line support 2nd line support 3rd line Support Process Process Manager Manager Incident Management process Other processes • First Time Right solution! • One Touch • No Defects! • Faster resolution times • Strong customer focus Flexible FTE’s Team Lead
    • Case 2 IT Operational Excellence PEOPLE/ PROCESS IMPROVEMENT Serving Clients Better Re-design incident- and problem management process Process ‘war rooms’ with combined knowledge from all 3rd line teams to solve incidents, problems and Changes First Time Right, and in One Touch! But also to Continuously Improve the process.
    • Case 2 IT Operational Excellence MEASURE & CONTROL Serving Clients Better  Determine process Baselines  Set-up simple Process and Team (K)PI’s  Create simple and visual measure methods
    • Case 2 IT Operational Excellence 2012 QUALITY KPI GOALS Serving Clients Better Incident management MT Employee Customer Cost-to- Proces KPI’s = level satisfactory satisfactory Serve Quality level Control & Pay off Team Level Employee Customer Cost-to-Serve Proces satisfactory satisfactory Quality Level Prevent PI’s % # Bounced % First Time Average = Defects Right Handeling Control Employee Time Level # Bounced > Service Defects level # Improvements % Online % Pro- # Customer % One active complaints Touch monitoring
    • Case 2 IT Operational Excellence 2012 QUALITY KPI GOALS Serving Clients Better KPI Start project Start Continuous Improvement QUALITY Nov. ‘11 Jan. ‘12 May ‘12 Sept. ‘12 Dec. ‘12 Employee satisfactory 5 5,5 6.5 7 7.5 Customer satisfactory 6- 6 6.5 7 7.5 Cost-to-Serve x - 5% -10% -15% - 20% Proces Quality level (120 pnt) (230 pnt) (265 pnt) (316 pnt) (Max. 400 pnt) x 30% 57% 66% 75% First Time Right x 40 % 70 % 80 % 90 % Mean Time to Repair x - 10% - 20% - 25% - 30% (Administrative) Defects x - 10% - 70% - 80% - 90% Within Service level x 60% 70% 80% 90% Vision 100 % score on all KPI goals!
    • Case 2 IT Operational Excellence CONTINUOUS IMPROVEMENT Serving Clients Better +++ ++ + QUALITY program Pleasure Dec. ‘12 Start QUALITY program Nov. ‘11 Voice of the 0 Business Time - Pain QUALITY program Feb. ‘12 Making the waste visual.. 31
    • Case 2 IT Operational Excellence Serving Clients Better QUALITY “This is only just the beginning…..”
    • Poll IT Operational Excellence Serving Clients Better Opinion Poll 3  My organisation has a positive attitude to change – Yes – No 33
    • Conclusion IT Operational Excellence Serving Clients Better Lessons learned (1)  Don’t use standard ‘Lean IT’ approach, starting position differs per situation, even per team  Lean tools & methods well suited for IT Operations – But think about which to use  Improving with Lean is a next step after improving with ITIL – ITIL still helpful (necessary) if process standardisation is low  Only use data if available and sufficiently reliable; – but quite often ‘expert estimates’ are a good basis. A mix of different types of experts should make the estimation together 34
    • Conclusion IT Operational Excellence Serving Clients Better Lessons learned (2)  Improvement project needs ‘burning platform’ / sense of urgency  Small improvements easier to incorporate in daily work  Project planning: improving takes most time  Two cases, different approaches – Whatever suits the environment – Clear customer results 35
    • Poll IT Operational Excellence Serving Clients Better Opinion Poll 4  My business & IT processes are adequately aligned – Yes – No 36
    • Contact Tri ICT:www.triict.nlinfo@triict.nl @triict