Session 702 Wednesday, October 23, 9:00 AM - 10:00 AM Track: Continual Service Improvement

Transcription

1 Session 702 Wednesday, October 23, 9:00 AM - 10:00 AM Track: Continual Service Improvement KanBan, Kaizen, and Day Starts! Oh My! Katherine Lord Principal Consultant, Quint Wellington Redwood k.lord@quintgroup.com Session Description There s always room for improvement, but we often limit our activities in this area to worrying about costs, time, and resources. Sometimes we aren t even sure where to get started. In this informative session, attendees will gain a better understanding of the philosophy behind CSI and the techniques used to accomplishment. More importantly, attendees will learn that they can start cultivating an improvement mind set and making visible changes, regardless of their organizations current state, budget, or level of maturity. (Fundamental) Speaker Background Katherine Lord is a seasoned ITSM consultant and practitioner with considerable expertise in IT strategy, service management, knowledge management, and change management. She has a proven track record of humanizing service management, bringing relevant, adaptive approaches to her consultative pursuits. Before becoming a consultant, Katherine spent ten years managing service desks, IT operations, and field services. She holds many industry certifications and is an accredited instructor for various ITIL and HDI courses.

2 KANBAN, KAIZEN, AND DAY STARTS! OH MY! SESSION 702 THE BASICS! Your Facilitator Katherine Lord Principal Consultant, Quint Wellington Redwood Distinguished Professional in Service Management DPSMTM ITIL Expert HDI Global Faculty Member Service Manager, V2 Six Sigma Green Belt/Lean IT ITIL Practitioner ITSM Consultant

3 Agenda CSI objectives, value and scope Where does it fit 5 myths/challenges Techniques A brief chat about Lean Critical Success Factors Moving forward Q and A Objectives of CSI Review, analyze and make recommendations on improvements in each stage of the lifecycle Review and analyze SLA results Identify and implement activities to improve IT Services Improve cost effectiveness without scarifying customer satisfaction Ensure that quality management methods are in place

4 Value of CSI to the Business Improvements business focused Demonstrate a progressive, proactive mindset Improved customer experience Bang for their buck! Benefits ROI (Return on Investment) VOI (Value on Investment) Intangibles (soft benefits) Benefits of CSI to the Business Improved quality of IT Services Better alignment of IT to the Business needs Greater flexibility for the Business by faster and improved response of IT Higher reliability and availability of IT Services Increased productivity, reduction of cost Higher customer satisfaction

5 Where does it fit? ITIL The Service Lifecycle Service Strategy provides guidance on how to design, develop, and implement service management. Service Design provides guidance for the design and development of services and service management processes. Service Transition provides guidance for the development and improvement of capabilities for transitioning new and changed services into operations. Service Operation provides guidance on achieving effectiveness and efficiency in the delivery and support of services ensuring value for the customer and the service provider. Continual Service Improvement provides guidance in creating and maintaining value for customers through better design, introduction and operation of services. Crown copyright 2007 Reproduced under license from OGC

6 Quality: Deming s PDCA model Maturity Act Plan Continuous step by step improvement Check Do Consolidation of the reached level (e.g. ISO 20000) Time Scale 5 Myths/challenges When it comes to continual improvement. 1. We don t know where to start 2. We don t have the time 3. We don t have the budget 4. We don t have the resources 5. Its too complicated

7 The Myths/Challenges 1. Where to start The Myth/Challenge: We have to be a mature organization to leverage CSI techniques Its so overwhelming its impossible to find the best starting point What are we really talking about here?

8 Scope of CSI Services: Continual alignment of the IT services with current and future Business needs Processes: The overall health of IT Service Management, Maturity of the IT processes CSI should be applied in all stages of the service lifecycle and on Strategic, Tactical and Operational levels. At the end of the day everything you do can be improved!!! Sources? Process reviews Metrics and measurements Customer satisfaction surveys Employee satisfaction Focus groups Drive bys Kaizens Other?

9 In Practice Consider tying CSI to process managers and practitioners day to day Any improvement journey or roadmap is part of CSI! As simple as over hauling your Incident categorization Think goals, CSF s and KPI s 2. We don t have the time The Myth/Challenge: It has to be rigorous process It has to be involved

10 In Practice Lets talk Kaizen It can be as simple as moving a garbage can! From A To B!!! 3. We don t have the Budget The Myth: All Improvements require funding

11 In Practice Improvements can be simple remember prior example: It can be as simple as moving a garbage can! Cultivating an improvement mindset costs relatively nothing The sell job? think, what s the currency. 4. We don t have the Resources The Myth/Challenges: Work effort is substantial Dedicated resources needed

12 In Practice Small improvement/quick win often take little resource involvement Dedicated resources not required consider: its just the way we work, the way we do things vs. something I have to do on top of everything else. In Practice The cultural shift Foster a collective improvement mindset where it becomes part of everyone's job! Its simply the way you operate Shared responsibility Tied to performance management

13 5. Its too complicated The Myth/Challenge: The processes in the best practice world are difficult to apply We don t have the expertise or capabilities in house Its just a big ball of confusion! What DOES Best practice define?? Techniques

14 Techniques to Consider Metrics telling the story The 7 step improvement process Kaizen The CSI register Elements of Lean within CSI Metrics You cant manage what you cant measure To define an improvement journey: Common CSI Metrics Sources/Examples Process Metrics Incident - i.e. MTRS, FCR, Categorization Problem - i.e. #problems, # known errors, time to resolve Change i.e. # changes, Time to implement, # successful changes Service Metrics SLA achievements # breaches # services listed in the service catalog Accuracy of services in catalog Technology Metrics Availability MTRS, MTBF, MTBSI Capacity throughput Processing time

15 From vision to measurements Measurement & Metrics You cant manage what you cant measure KPI s CSF Baselines/benchmarks Why measure?

16 7-Step Improvement Process Crown copyright Reproduced under license from the Cabinet Office The 7- Step Improvement Process Identity Vision, & strategy Tactical Goals Operational goal 1. Define what you should measure 7. Implement corrective action 2. Define what you can measure Goals 6. Present and use the information assessment summary action plans,etc. 3. Gather the data Who? When? Integrity of data 5. Analyze the data Relations? Trends? According to plan? Targets met? Corrective actions? 4. Process the data Frequency? Format? System Accuracy

17 Kaizen Kaizen is Japanese for "improvement", or "change for the better" Philosophy or practices that focus upon continuous improvement of processes Often quick and fairly easy improvements Often tangible, quickly realized benefits Everyone can play Easy to manage simple process and worksheet Can manage via CSI register or simple spreadsheet Kaizen

18 Simple worksheet CSI Register The CSI register provides a coordinated, consistent view of the numerous improvement opportunities and activities. Used to ensure all improvement initiatives are captured and recorded, and benefits realized Improvements are categorized by: Small, medium, or large undertakings Short-term, medium, or long-term in duration Part of the SKMS CSI Manager has accountability and responsibility for the production and maintenance of the CSI register

19 CSI register Some Lean concepts within CSI Value Stream Mapping Kaizen DMAIC Earning Capacity Analysis Day Start (value stream) Agenda & action list

20 Critical Success Factors The right mind set Leadership Support A cross functional, holistic perspective Accountability, roles and responsibility Define a process Inputs Outputs KPI s/csf s Considerations/moving forward

21 Roles Who should own this? Process Owner and Manager Ideally overarching perspective SMO/PMO/governance Who needs to be involved? Potentially anyone!.and this, could be part of the challenge Cross Functional approach Apps Team Ops Team Networks Team Incident Management Problem Management Change Management Service Level Management Continual Service Improvement Etc. T H E B U S I N E S S ITIL Processes cross all IT Departments ITIL Processes are focused on business results ITIL Processes are clearly defined with no overlap and no gaps IT Services are optimized and delivered, based on client needs

22 RACI Chart Deliverable CSI Process Manager Process Owners Custom er CIO IT Leaders hip Reportin g Analyst Process Review R A C C I R Metrics Review Survey results/collation Customer feedback reviews R C I I A I I A C R A R I I Review of Results I I A R I C Managing CSI register A I I I I Develop Action Plan A C C I C C Implementation of Action Plan R A/R I I I I R - Responsible Individual responsible for completing the work Analyze Impact of Plan A RA C C Individual C to whom C R is accountable Accountable Must sign off on (approve) work before it is Communicate progress A I I I effective I I C Consulted Has information or capability necessary to complete the work I Informed Must be notified of results but does not need to be consulted Role of Continual Service Improvement Manager Responsible for the success of all improvement activities Define, monitor, analyze and report KPI s and CSF s in cooperation with Service Level Manager Coordinate CSI activities throughout the lifecycle Responsible for Knowledge management Prioritize improvement opportunities Lead, manage and deliver improvement projects

23 Where to start? Define roles, accountability Define goals and objectives Scope! Awareness, socialization! Identify and promote the benefits Start to cultivate a culture of improvement and seeking constant opportunities Reward and recognize Market accomplishments! Quick wins and momentum Questions?

24 Thank you for attending this session. Don t forget to complete the evaluation!