Lean kanban university presentatie tri ict Hartman & Stroo

ITIL gives the factory a name
Lean shows the hidden
factory

Ard-Jan Hartman &
Marcel Stroo
Tri ICT, The Netherlands
26-10-2012

Intro IT Operational Excellence
Serving Clients Better

About us

Ard-Jan Hartman Marcel Stroo

2


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


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


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


Opinion Poll 1

 Our good improvement ideas end up in the meeting minutes, and stay
there!
– Yes
– No

6

Case 1 IT Operational Excellence

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


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


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


Pareto customer dissatisfaction

10


VSM

 Part of the VSM

 Problems highlighted using colours

11


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


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

Opinion Poll 2

 My IT processes performance are data driven
– >70%
– +/- 50%
– < 30%

14

Intermezzo IT Operational Excellence

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.”

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

OPERATIONAL EXCELLENCE ROADMAP Serving Clients Better

Incident- and problem management

Fact:
Term ‘LEAN’ not used due
to negative associates
with FTE reduction

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 opportunity's
 Critical to Customer analysis
 Critical to Quality analysis
 Return on Investment analysis

WORKSHOP APPROACH Serving Clients Better

Do! Do! Do!

“I hear and I forget.
I see and I remember.
I do and I understand."

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.

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


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


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.”

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”


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


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.

MEASURE & CONTROL Serving Clients Better

 Determine process Baselines
 Set-up simple Process and Team (K)PI’s
 Create simple and visual measure methods

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

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!

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


QUALITY
“This is only just the beginning…..”


Opinion Poll 3

 My organisation has a positive attitude to change
– Yes
– No

33

Conclusion IT Operational Excellence

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

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


Opinion Poll 4

 My business & IT processes are adequately aligned
– Yes
– No

36

Contact Tri ICT:
www.triict.nl
info@triict.nl
@triict

Lean kanban university presentatie tri ict Hartman & Stroo

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