805: Turbocharge Service Management Through Lean and Agile Thinking. Jonathan Hinkle VP, Director of Information Technology First Fidelity Bank

Transcription

1 805: Turbocharge Service Management Through Lean and Agile Thinking Jonathan Hinkle VP, Director of Information Technology First Fidelity Bank

2 Agenda and Objectives Tell the story of our Lean IT Journey Develop a practical understanding of Lean in IT Understand how Lean, Kanban, KCS, and Agile intersect to improve Service Management Roadblocks and Pitfalls to avoid Walk away with an approach to turbocharge your team on the road to Continuous Improvement American Fidelity Founded in 1960, American Fidelity provides a different opinion for Customers in the Education, Auto, Healthcare and Municipal industries Specialists in supplemental benefits for our niche markets through: Disability Insurance Life Insurance Medical Excess Insurance Annuities Employer Administrative Services Nearly 2,000 Colleagues serving more than 1 million Customers

3 So, a lot happened in 2011 My Son was born Read The Goal by Eliyahu Goldratt Read The New Rational Manager by Charles H. Kepner and Benjamin B. Tregoe Accepted the Support Center Manager position at American Fidelity We have a problem

4 Helpless Desk Not respected commonly called the helpless desk Little to no standardized work Didn t answer phone calls, only Voice Mails Only other way was Each agent had over 100 open tickets Hundreds of unassigned tickets in backlog Average Time Open measured in months Mean-Time-To-Resolution (MTTR) measured in months First Level Resolution = 18% I got A LOT of calls from angry people Looked for Help Discovered ITIL bought the books and read them Discovered HDI became a member Discovered Lean The Fiery Sword!

5 Lean Manufacturing Historic Timeline Lean is A systematic approach to identifying and eliminating waste (non-value-added activities) through continuous improvement at the pull of the customer, in pursuit of perfection. Lean applies to IT IT manufactures solutions Before Lean implementation, up to 98% of all lead time may be non-value added

6 Two Types of Activity Value-Add is Any activity that increases the market form or function of the product or service Things the Customer is willing to pay for Who is your customer? Non-Value-Added (Waste) Any activity that consumes resources but creates no value to the product or service and is more than the Minimum amount of Process Labor Materials Space Equipment The Eight Wastes of Lean Defects Overproduction Waiting Not Utilizing People Travel Inventory Motion Excess Processing DOWNTIME

7 Lean Tools How we conduct Lean (Kaizen) Events Champion Start Create Charter Metrics Future State Map Process Owner Value Stream Mapping Form Team Solutions Brainstorming Lean Tools Used Duration = 5 Business Days Lean 101 DOWNTIME Exercise Action Plan Daily Debrief for Stakeholders Review Current State Map Pain Brainstorming Celebration!

8 Current State Map Start How we conduct Lean (Kaizen) Events Champion Start Create Charter Metrics Future State Map Process Owner Value Stream Mapping Form Team Solutions Brainstorming Lean Tools Used Duration = 5 Business Days Lean 101 DOWNTIME Exercise Action Plan Daily Debrief for Stakeholders Review Current State Map Pain Brainstorming Celebration!

9 Future State Map Start How we conduct Lean (Kaizen) Events Champion Start Create Charter Metrics Future State Map Process Owner Value Stream Mapping Form Team Solutions Brainstorming Lean Tools Used Duration = 5 Business Days Lean 101 DOWNTIME Exercise Action Plan Daily Debrief for Stakeholders Review Current State Map Pain Brainstorming Celebration!

10 2011 First Support Center Lean Lean Event Core Team Lean Tools Used 5S SYSTEM SORT SET IN ORDER SHINE STANDARDIZE SUSTAIN

11 Results Reduced active assigned Incidents (From 100 to about 15 per analyst) Support Center Playbook Clear metrics Visual Dashboard Team cohesiveness improved! MTTR = 8 Days First Level Resolution = increased from 18% to 32%! Average Speed to Answer Now Measurable (ASA) = 20 minutes 2012 The year of the Lean Sieges Support Center (Subject Matter Expert) Lean Change Requestor Notification Lean Mainframe Change Lean Temp/Contractor Onboarding Lean

12 ITIL Framework adoption The Phoenix Project The Three Ways System Thinking Feedback Experimentation Any improvements made anywhere besides the bottleneck are an illusion. 2013: The Year of the Phoenix The Phoenix Project New IT Service Management Tool Incident Problem Request Change Knowledge

13 2014: Systems Thinking Incident Management Lean Change Management Lean New Colleague Onboarding Lean 2014 MetricNet Benchmark

14 Bring the Feedback back Kanban Boards Knowledge Centered Support Limit Work in Progress (WIP)

15 2016 Agile Service Management Individuals and Interactions Working Software Customer Collaboration Responding to Change Over Processes and tools Comprehensive documentation Contract negotiations Following a plan While there is value in the items on the right, we value the items on the left more Agile Service Management NO CHANGES ALLOWED!!

16 2016 MetricNet Benchmark Using the entire Toolkit KCS creates the Borg Hive Mind Agile Service Management sustains Continuous Improvement Systems Thinking (TOC) tells you where to focus Lean removes waste from the process

17 Roadblocks and Pitfalls Organization Culture Skimping on your Value Stream Technology Gap Passive Executive Support 2017 Continuous Improvement ITIL Support Center Lean Part 1 Support Center Lean Part 2 Change Requestor Notification Lean Mainframe Change Lean Temp/Contractor Onboarding Lean The Phoenix Project New ITSM Service Management Adoption Systems Thinking MetricNet Benchmark Incident Management Lean Change Management Lean New Colleague Onboarding Lean Kata Boards KCS Limit WIP Agile Service Management MetricNet Benchmark 2017 ServiceNow Implementation Enterprise Service Management Lean Six Sigma DevOps

18 Questions?