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With Agile Thinking To Turbocharge Service Management Jonathan - - PowerPoint PPT Presentation

Dec 14, 2023 518 likes •851 views

Using The Fiery Sword Of Lean With Agile Thinking To Turbocharge Service Management Jonathan Hinkle AVP, IT Operations American Fidelity Agenda and Objectives Tell the story of our Lean IT Journey Develop a practical

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Using The Fiery Sword Of Lean With Agile Thinking To Turbocharge Service Management

Jonathan Hinkle AVP, IT Operations American Fidelity

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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 transactional team
  • n the road of Continuous Improvement

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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

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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

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We have a problem…

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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 E-Mail
  • Each agent had over 100 open tickets
  • Hundreds of unassigned tickets in backlog
  • Average Time Open measured in months
  • MTTR measured in months
  • First Level Resolution = 18%
  • I got A LOT of calls from angry people

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Looked for Help

Discovered ITIL – bought the books and read them Discovered HDI – became a member Discovered Lean – “The Fiery Sword!”

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Isn’t Lean just a manufacturing thing? Who is my Customer?

Two initial assumptions

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Lean Manufacturing Historic Timeline

http://www.strategosinc.com/lean_manufacturing_history.htm

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Isn’t Lean just a manufacturing thing?

No!

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Who is my Customer?

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Who is my Customer?

"People don't want to buy a quarter- inch drill. They want a quarter- inch hole!“

  • Theodore Levitt
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How we conduct Lean (Kaizen) Events

Create Charter Form Team Lean 101 Review Current State Map Pain Brainstorming DOWNTIME Exercise Solutions Brainstorming Metrics Future State Map Lean Tools Used Action Plan Celebration!

Champion Process Owner Value Stream Mapping Duration = 5 Business Days Daily Debrief for Stakeholders Start

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Current State Map

Start

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Future State Map

Start

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Lean Event Core Team

2011 – First Support Center Lean

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Lean Tools Used

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Results

  • Reduced active assigned Incidents (~15 per analyst)
  • Support Center Playbook
  • Clear metrics
  • Visual Dashboard
  • Team cohesiveness improved
  • MTTR = 8 Days
  • First Level Resolution = 32%
  • ASA = 20 minutes

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2012 – The year of the Lean Sieges

  • Support Center (Subject Matter Expert) Lean
  • Change Requestor Notification Lean
  • Mainframe Change Lean
  • Temp/Contractor Onboarding Lean

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The Phoenix Project

“The Three Ways”

  • System Thinking
  • Feedback
  • Experimentation

“Any improvements made anywhere besides the bottleneck are an illusion.”

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2013 – The year of the Phoenix

The Phoenix Project New IT Service Management Tool

ITIL Framework adoption

Incident Problem Request Change Knowledge

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2014 - Systems Thinking

Incident Management Lean Change Management Lean New Colleague Onboarding Lean

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2014 – MetricNet Benchmark

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2015 - Bring the Feedback…back

Kanban Boards Knowledge Centered Support

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Limit WIP

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2016 – Agile Service Management

Individuals and Interactions Working Software Customer Collaboration Responding to Change Processes and tools Comprehensive documentation Contract negotiations Following a plan

Over

While there is value in the items on the right, we value the items on the left more

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Agile Service Management

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NO CHANGES ALLOWED!!

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2016 – MetricNet Benchmark

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Using the entire toolkit

Systems Thinking (TOC) tells you where to focus Lean removes waste from the process Agile Service Management sustains Continuous Improvement KCS creates the “Borg Hive Mind”

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Roadblocks and Pitfalls

Organization Culture Skimping on your Value Stream Technology Gap Passive Executive Support

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What we have planned for 2017

2017

ServiceNow Implementation Enterprise Service Management Lean Six Sigma DevOps

2011

  • ITIL
  • Support Center Lean

Part 1

2012

  • Support Center Lean

Part 2

  • Change Requestor

Notification Lean

  • Mainframe Change

Lean

  • Temp/Contractor

Onboarding Lean

2013

  • The Phoenix Project
  • New ITSM
  • Service

Management Adoption

2014

  • Systems Thinking
  • MetricNet

Benchmark

  • Incident

Management Lean

  • Change

Management Lean New Colleague Onboarding Lean

2015

  • Kata Boards
  • KCS

2016

  • Limit WIP
  • Agile Service

Management

  • MetricNet

Benchmark

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Thank You

Jonathan Hinkle AVP, IT Operations American Fidelity Jonathan.Hinkle@americanfidelity.com 405.523.5593 LinkedIn: https://www.linkedin.com/in/jonathanhinkle1 Learn More: https://www.jonathanhinkle.com