The LEAN Service Desk from Theory to Prac�Ce

The LEAN Service Desk From Theory to Pracce

Peter Hubbard Principle Consultant Pink Elephant [email protected]

• Principal ITSM Consultant • Worked in ITSM for almost 20 years • Regular speaker at industry events • Worked in all sorts of organisations, large and small • Once pelted a co-worker with plastic balls in the name of Release Management

City of London

Lean thinking and acng is all about: Quality • Increasing Customer value

• Eliminang Waste Delivery Costs

• Management as facilitator Just in Time Jidoka • Involvement of all employees • Connual Improvement

Standard Heijunka Working “Preserving value with less work” 5S Kaizen Stability Robustness

Cra Producon Mass Producon Toyota Producon System Lean In Service

Customizaon Moving Producon Line Focus on quality Services & Health Highly skilled workforce Producon Engineering Just-in-me producon Professionals High cost Low cost, inﬂexible model Connual Improvement Producvity improvement

1880 1910 1920 1955 2000

Proved the value of Scienﬁc management, Business process connual improvement labor producvity improvement at General Electric

Six Sigma Lean Manufacturing Lean Services

• Reduce variaon • Eliminate waste • Eliminate waste • Process improvement • Process opmizaon • Professionalizaon • Stascal • Tangible • Intangible • Data-driven • Predictable • Unpredictable problem-solving • Structured • Chaos (DMAIC) • Measured • Not measured • Root Cause Analysis

Subject: Product Subject: Machine Subject: People Style: Fact based Style: Tuning Style: Change

Evoluon of Lean IT

"You can expect what you inspect."

"The worker is not the problem. The problem is at the top! "There is no Management!“ substute for knowledge."

""In God we trust; all others must bring data."

“Lean IT is the extension of lean manufacturing and lean services principles to the development and management of informaon technology products and services.

Its central concern, applied in the context of IT, is the eliminaon of waste, where waste is work that adds no value to a product or service.”

Source: Wikipedia, 2011

Value-Add: Work that adds Value in the eyes of the Maximise customer that they are willing to pay for • First Time Fix • Incident Resouons Necessary Non-Value-Add: Work that is not “Value- Add” but must be done • Staﬃng rota creaon • Time Sheet ﬁlling in Non-Value-Add: Work that does not add Value for the customer or the business • Redundant work • Solving IT incidents again and again • Doing more than required Minimise • Shepearding calls

Waste Variability Waing me Variability in volume or complexity of customer demand Moon Over-processing Spread in the outcome of processes

Inventory Defects & Rework

Transportaon Over-producon

Inﬂexibility Team capacity cannot scale up or down with demand Fixed service me frames or release schedules Batch and queue operang model Specialized resources in a limited number of tasks

Connual Improvement Excing & Open • “Go see” for yourself to • Just do it thoroughly understand the • Ask 5 mes “Why?” situaon • A problem is an opportunity to • Discussions happen on the work improve floor, in front of the real situaon, with the people really • Experiencing an ‘aha!’ moment involved – not in the manager’s – a moment of sudden and office profound insight • Small concrete adjustments can • There is an open dialogue make a big difference between staff at different levels • Learning becomes a part of the everyday roune

Who is the customer? How much me is spent on What element of our service is of value added acvies? value to the customer? What is the performance of Customer Voice of the customer teams and individuals?

Behavior & Performance Process Attitude

What are the capabilies of our processes? Organization Value Stream Mapping

How do we work as a team? How customer focus are we Is the organizaon structured to really working? meet customer demand?

Call centre Helpdesk

• Log and Flog • High first me fix rate • No aempt to fix issues • High premium on IT Skills • High premium on quick • Lile or no proacve acvies response • Low emphasis on IT Skills

Service Desk

• Aempt to ﬁx issues • High premium on customer service • Has dues beyond simple incident ﬁxing

SpeedCall centre & Throughput. Helpdesk Technical Expertise and Competence. • Log and Flog • High first me fix rate • No aempt to fix issues Log and Flog! • High premium on IT Skills • High premium on quick Next please! • HaveLile or no proacve acvies you tried turning it response off and on again? • Low emphasis on IT Skills

Balance Technical Expertise with CustomerService Desk Service and Business • Aempt to ﬁx issues Awareness “I understand• High premium on customer service this is a big deal, let us deal with• Has dues beyond simple incident that for you. We will keep ﬁxing you in the loop and informed.” 13 The Lean Service Desk 1.1 © Pink Elephant 2017 unless otherwise stated. All Rights Reserved. So what is a Service Desk? – Incident Mgt

A Service Desk should be.... • 2 Parts Paramedic • Fix it! • Fix it now and ﬁx it fast!

1 Part Butler If you cant ﬁx it, get all the right informaon into hands of someone who can, to let THEM ﬁx it.

• And a dash of Radar to taste! The informaon that the SD process produces tells almost all other areas what's going on in the ‘real world’ and tells the end user what's happening with their issue. 14 The Lean Service Desk 1.1 © Pink Elephant 2017 unless otherwise stated. All Rights Reserved. First, Second & Third Line Support

1st level Incident Detecon & 2nd level 3rd level Nth Recording (Service level Classiﬁcaon & Inial Desk) Support Service Request Service Request Procedure

Invesgaon & Diagnosis Lean IT

No Invesgaon & Resolved? Diagnosis Yes No Invesgaon & Resoluon & Recovery Resolved? Diagnosis Yes No Resolved? Resoluon & Recovery Yes Etc. Resoluon & Recovery

Incident Closure 15 The Lean Service Desk 1.1 © Pink Elephant 2017 unless otherwise stated. All Rights Reserved. Service Desk & Lean – Challenges • The service desk is the public face of IT. Its processes are crical to the effecve and mely delivery of IT services. • Yet, even organisaons with relavely mature service desk processes can struggle to achieve the high levels of end-user sasfacon and producvity the business expects. • Analysts for each of the three ers of the service desk oen do not understand how the customer experiences end-user support. • IT staff feel overworked, and believe the service support organisaon is understaffed, yet they waste me on unnecessary tasks. They struggle to idenfy and priorize acvies that create the most customer value.

16 The Lean Service Desk 1.1 © Pink Elephant 2017 unless otherwise stated. All Rights Reserved. The Voice of the Customer • The customer deﬁnes what value is, expressed in the context of a service or product! • Look at the enre end-to-end customer experience

• Two types of customers: • The person who uses your product or service • The person who is next in line in the value stream

• Key quesons to analyze the voice of the customer • Who is my customer? • What does my customer want? • Which acvies add value to my customer?

Day 1 -----Original Message----- From: [email protected] Sent: Friday, January 20, 2006 12:09 PM Day 38 -----Original Message----- To: Barry Sanders (bsanders) From: Barry Sanders (bsanders) Subject: Tx435672: Set up of new laptop. User: Barry Sanders (bsanders) Subject: FW: Tx435672: Set up of new laptop.) Your request for Barry Sanders (bsanders) Any idea when this laptop will be delivered. It's been over a month now Tx435672:Day Set 41 up -----Original of new laptop. Message----- User: Barry Sanders (bsanders) From: IT Service Delivery Subject: W: TX435672: Set up of new laptop for Barry Sanders (bsanders) Day 55 -----Original Message----- Hi Barry, From: Barry Sanders (bsanders) I have been advised that Dell attempted a delivery this morning. Subject: FW: Tx435672: Set up of new laptop. Did they leave a card or something? Importance: High It's nowDay 2 70 months-----Original since Message-----this laptop was ordered ! Could someoneFrom: IT pleaseControl let Service me know Delivery the status. Subject: RE: Sent to Eric Buren 06/04/04 FW: Tx435672: Set up of new laptop. You Dayshould 87 be receiving it today, as per the tracking below. It's onStill the no vehicle delivery. for delivery.

Day 94 From: Barry Sanders (bsanders) Sent: Thursday, April 27, 2006 12:01 PM To: David (CIO) Thought you might be interested in reading The Tale Of The Traveling Laptop A 3 month, 19 email, frustrating journey that turned out just fine in the end. I hope this is the exception story.

• Segmentaon of customers • Diﬀerent needs and capabilies • E.g.: Internal users, internal support teams, 3rd party support • Observaon • Customers using your product or service • What is it like to be a customer of your product/service • Interviews • Get feedback on exisng products • Idenfy requirements • Surveys • Quantave data from larger customer base sampling

You cannot idenfy all needs through any single method!

Idenfy the steps in the process Scope the bounderies of the process Idenfy work ﬂow in process Collect data of the current workload Create a VSM per process Start with the most important process Collect data: “Takt” me, volumes, duraon, cycle mes, etc. Idenfy Waste and issues in the process Complete the VSM with all the inputs Validate the VSM with the team and experts

Create Value Stream Map Based On SIPOC Diagram

The objecve is to quanfy as much as possible!

Unit of work: nn Takt me: xx Process Name Lead me: yy Input Output

Customers: Standard Process Time x% orders from C1 y% orders from C2

Step 1 Step 2 Step 3

Standard Step Time

Process me Process me Process me Process Time Total Time

Wait me Wait me

21 The Lean Service Desk 1.1 © Pink Elephant 2017 unless otherwise stated. All Rights Reserved. Takt Time • Takt Time: from “Taktzeit”, translates to cycle me • To achieve ﬂow in a process, producon should be in line with the Takt Time • Customer Demand Rate: How oen does the customer ask for our product or service • Takt Time determines the rhythm of the process output to comply with the customer demand

Available Work Time 360 Minutes Available Takt Time = Customer Demand 60 Customer Orders (in the same me period)

Cycle Time (CT): Time between start and ﬁnish of producon cycle

Lead Time (LT): Time between customer order and delivery

Process Time (PT): Time spent creang the product (value-add me)

Wait Time (WT): Time spent waing for next acvity

Machine Time (MT): Time product is worked on by a machine

Changeover Time (CT): Time reconﬁguring between two types of orders

Parallel Lines (PL): Number of simultaneously operang lines of work

Throughput (TP): Calculated maximum volume of process or step

Capacity (CP): Actual volume of process or step

Work in Progress (WIP): Average volume of work in progress

Transport Of Goods External Supplier

Inventory Process / Process Step

Waing Time lead me Lead Time Moon Of People # Problem / Issue Rework Kaizen Opon Overprocessing

Overproducon

Informaon Flow

Physical Flow

24 The Lean Service Desk 1.1 © Pink Elephant 2017 unless otherwise stated. All Rights Reserved. Value Stream Map Analysis Quesons • Are there points in the process where complexity is high? • Are there handovers between teams or people in the process? • Where are delays or waing me built into the process? • What are the constraints liming process throughput? • Does the process ﬂow – each step having just enough capacity? • Are there queues in between the process steps? • Are there steps that do not add value? • Can necessary non-value-add work be reduced? • Are there things that are done more than once? • Is there rework that can be avoided? • Is there moon of people in the process? • Can we reduce moon by changing the physical layout?

Unit of work: Service Request Takt me: 14 days Request Process Avg lead me: 10 days Delivered request Input Output Customers: 260 20% from Email 80% from Phone calls

1) Receive 2) Approve 3) Build 4) Arrange 5) Deliver item order and Requested Item delivery of conﬁrm details Gain approvals item needed correct

10 15 45 160 30

12 15 75 205 45

120 480 1440 2880

v Inefficient server build process – one-off each time – takes too long to provision servers and host business applications v Deployed a Service Catalogue for all IT services – including end user computing and IT-to-IT data center services v Defined IT-to-IT services in a standard and readily available form – with common understanding of what’s included and Company A: what’s optional (at an additional cost) and By moving to Fortune 500 standardized server images, they saved $1M in the server Retail Chain build process and reduced the delivery time from their outsourcer from 26 weeks to 4 weeks v They also achieved millions of hard dollar savings after they uncovered the fact that they were double-paying their outsourcer for imaging services that were already covered in the base cost of the hardware/software

v IT reputation suffering – multiple service request entry points, manual validation and “shepherding” for fulfilment v Deployed Service Catalog as single point of entry for all service requests, with streamlined request fulfillment process v Payback in less than 34 weeks by eliminating shepherding time and retiring legacy request channels v With self-service, calls to the service desk central support Company B: team reduced by 50% FTSE 500 Financials v Service Catalogue extended to 700+ service items within first Services Firm year, expansion to security, HR, and other non-IT areas

v Enabled compliance and governance for SOX & ISO 20000 v A quick win for IT, with greatly improved user satisfaction: “One of the best things IT has ever done”

v Global manufacturing leader with an IT consulting, system integration, and IT infrastructure outsourcing business v Deployed Service Catalog for communicating standardized services and enabling more cost-effective self-service request management v Gives their IT outsourcing business a distinct competitive advantage in the marketplace Company C: v Enables them to have ITIL v3 compatible processes for IT Global IT Outsourcer & service management Manufacturing Company v Achieved greater end user satisfaction for existing clients and helped them to win new contracts v The Service Catalog was a significant factor in winning more than $120 million in new business in 2008

• On the Service Desk focus on • Right informaon gathered two main areas • Correct expectaons set • By reducing Muda (waste) you • Informaon provided at pre improve incident flow to defined periods reduce MTTR • Correct items in stock at all • Right informaon gathered mes first me • Reduces ‘call ping pong • Service Desk managers develop strategy & taccs to • With Request Fulfilment IT free up execuve resources by Service Desk should focus on reducing me spent on major reducing Mura (variance) to outages. improve customer sasfacon.

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