Service Desk – VOC, the heart of lean in IT by Daniel Breston

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


Service Desk & Lean IT
• Why Lean?
• Our
Opportunities
• What happened
• Take-away

2


But before we begin

3


Your Service Desk

After today you will
THINK DIFFERENTLY
about these Change leaders!

4


3 & 4 October, 2013
Paris, France

THE PROBLEMS
OK THE CHALLENGES OR OPPORTUNITIES

5


Our Opportunity: 1
New joiners able to Work Day 1
not Day 12, 13, 14…! missing?
What do you mean something is

6


Our Opportunity: 2
Escalated incidents and requests
with correct data

7


HowTo:Eat Your Hat
From Uncyclopedia, the content-free encyclopedia

Our Opportunity: 3
“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:

Provision Dev/Test environments:
Virtual < 1 hour
Physical < 1 day
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


3 & 4 October, 2013
Paris, France

The Plan or approach

9


Hey! ITIL & Lean are similar 

10


Tools and Training

11


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,
Training,
Communication

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


3 & 4 October, 2013
Paris, France

Do: well first few times were
not fun!

13


We planned, we went, we saw,
we drew, we talked

14

14


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


3 & 4 October, 2013
Paris, France

Along came Oobeya!!!

16


When I saw this!

22 & 23 November, 2012
Paris, France

Digital Oobeya
By Takashi Tanaka, 3DS

17


Oobeya Room

Source: Oobeya – Next Generation of Fast Product Development

18


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


3 & 4 October, 2013
Paris, France

ITIL+Lean IT+
Oobeya+Gemba
= new strategy

20


Basic activities - VISUALISE
Static part serves as a reminder and also support during discussions with others:

21


Doing the Gemba

22


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


3 & 4 October, 2013
Paris, France

So what happened!

24


From: New Joiner Process
Discovery: over approved, role mis-match, lack of inventory, waiting

25


To: Work First Day in 4 countries

HR

IT

26


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


To: Right First Time
Number of correct tickets on blue

Results achieved

June
May
April
March
0%

20%

40%

60%

80%

100%
28


From: Old Provisioning Process
Light Green is waste

Had more interest, as after all the CIO had a hat to eat!
29


To: New Integrated Provisioning
Provision Dev/Test environments:
Virtual < 1 hour
Physical < 1 day
Service Catalogue
Less inventory
Time To Market reduced

30


The CIO did eat his Hat

31


The Story Continues

32


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


Service Desk Driving Change – Daniel Breston

34


3 & 4 October, 2013
Paris, France

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www.lean-it-summit.com

Service Desk – VOC, the heart of lean in IT by Daniel Breston

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