Making Continual Service Improvement a Practical Reality

1. How to make CSI
a Practical Reality
Peter Karran

2. Agenda
• Introduction – Setting the context
• Scope of CSI on this account – Where we fit
• CSI 7-step process - at the heart of everything we do
• Aligning CSI with the overall Business Strategy
• CSI Governance
• MI reporting on the ‘Health’ of the service
• Our approach to embedding a CSI culture in a very
large organisation
• Example of a CSI success story
• Top Tips – What we have learned
• Q&A

3. Setting the context
• Confidential services to a large organisation
• Support some 300,000+ Users
• 150,000 Terminals at 2,000 Locations
• Working to embed an ITIL v3 based
organisation
• We needed to change the focus from
“delivery” to “service” and work towards
being a High Performing Organisation
• We began planning for the resourcing and
implementation of the CSI function in Dec
2009
3

4. Scope of CSI – Where we fit

5. 1
Identify
Strategic
Direction
2
Define
what to
measure
3
Gather the
data
4
Process the
data
5
Analyse the
information
6
Present the
information
7
Implement
improvement
The 7-Step Process
is at the heart of everything we do
• Our thought
leadership
encompassing:
The Deming Cycle
The 5 stages of 6-sigma
DIKW
• Most of this is now
captured in the new
version of ITIL
• ITIL 2011
C
D
MA
I P
DC
A
Wisdom Data
Knowledge Information

6. Aligning CSI with the overall
Business Strategy
• Sometimes CSI can be seen as a team
running around putting out fires
• The danger with this, is that we can end
up busy fools, addressing many small
issues, without delivering real
improvement
• Particularly when starting up a CSI
function it is easy to become quickly
swamped with requests for help
• It is important to push back until the
basics are in place, with CSI aligned to
the overall business strategy

7. Aligning CSI with the overall
Business Strategy
• By spending time with the Senior Team
• By understanding:
– The Vision, The Strategic Direction, The Goals and Objectives
• It becomes possible:
– To apply steps 1-6 of the 7-step process to the right things
and thus to focus improvement activity where the biggest
benefits will be seen
• Once the big fires are out,
tackle the small ones!

8. CSI Governance
• We created a governance model for CSI to:
– Enable good ideas to be captured easily
– Categorise the initiatives by size
– Enable “Joint working” with client
– Provide guidance on how to drive an initiative
through from inception to completion
– Ensure benefits are tracked

9. MI reporting on the ‘Health’
of the service
• At Step 6 of the 7-
step model, we
were able to
develop
Dashboards
• To give an overview
of the “Health” so
that focus can be
given to areas that
need attention,
whilst also enabling
success to be
celebrated

10. Service Improvement Process
CSI Service
Improvement
Define CSI
initiative &
ROI / VOI
CSI Leads
Review
Executive Confirm CSI
Priorities
Define CSI
initiative &
ROI / VOI
CSI
Opportunity
Identified
Dashboards
Refreshed
CSI Service
Reporting
Deliver
Strategic CSI
initiative
Deliver CSI
initiative
CSI Initiative
Delivered
Service
Disciplines &
Lines
CSI Service
Measurement &
Reporting
Confirm
Delivery
Approach
Review &
Approval
Strategic CSI
Initiative
Delivered
Monitor
Strategic CSI
initiative
CSI
Opportunity
Identified
Closure
certificate
signed off
Benefits
realised
Closure
certificate
signed off
Benefits
realised
CSI
Service
Measures
Service
Strategy

11. Our demonstrated improvement
approach
IMPROVEMENT
• Business Impact:
– Cost, Quality & Delivery improvements
• Improvement Objectives (CSF):
– Embed in Account Dashboard
• Risks
• Baseline / Evidence
• Measure
• Target
• Closure criteria
APPROACH
• Agree stakeholders
• Define what you should measure
• Define what you can measure
• Gather the Data
• Process the data
• Analyse the Data
• Present and use the information
• Implement corrective action
• Produce and publish Service
Improvement outcome
• Processes has been updated and
communicated to relevant
stakeholders
• Closure certificate signed off
• Review benefits realised

12. 1
Identify
Strategic
Direction
2
Define
what to
measure
3
Gather the
data
4
Process the
data
5
Analyse the
information
6
Present the
information
7
Implement
improvement
CSI initiatives progress and realise
benefits, which are reported in
dashboards
Account Dashboard
– In place since July 2010
– 2011 Development of Dashboard
included Process performance
metrics
Improvement Dashboard
– Moved from basic SIP reporting
– Into combined operating model
enabling CSI Leadership to...

13. Ultimately there’s a virtuous
CSI spiral
Strategic – CSI Facilitate
Tactical – Service or Process Lead
Operational – Teams Lead
1
2
3
45
6
7
1
2
3
45
6
7
1
2
3
45
6
7

14. Embedding a culture of CSI
• A Maturity model baseline
was completed in Nov 2010
• Service Lines & Service
Disciplines surveyed had
little evidence of a CSI
culture (with the exception
of Service Operations)
CSI ethos maturity model – Nov 2010

15. Embedding a culture of CSI (contd.)
Actions taken to enforce and monitor CSI principles
– Set up a CSI leads organisation
– Define clear & consistent Terms of Reference
– Provide Lean & Six Sigma expertise & training
– Provide Measurement and Reporting expertise
– Set targets for Process Improvement
– Implement metrics that track performance against target
– Rollout the 7-step process
– Identify and facilitate improvement initiatives
– Monthly meetings established with CSI Leads & CSI sponsor
– Monthly Communications put in place through account channels
– Schedule a follow up survey to review effectiveness of actions (Nov 11)

16. e.g. Practical Service Improvement
Value Add Effort
Non Value Add Effort
Design Integrate Pre-prod Delivery
Pure Delay
Cost Decreased Revenue & Profit Increased
• Establish a reliable method
• 7 W and 8th waste decreased
• Apply lean solutions

17. Top Tips – What we have learned
• Senior Management Sponsorship – ensure you have it!
• CSI is better suited as a “business as usual” discipline. Plan when
best to implement if undergoing a transformation programme
• Ensure the account or company vision and strategic direction are
clear so that CSI leads are not faced with conflicting priorities
• Start with something you can deliver, build credibility and
demonstrate business value
• Communications – ensure it is regular & credit is given where due
• Ensure business benefits are identified as early as possible with
each new initiative
• Develop your networks and relationships. Invest time in them and
in return they can help spread the value of CSI

18. 18
Questions
& Answers

19. Contact Details
For more information, please contact
Peter Karran
Practical Service Improvement
+44 (0)7810 658990