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

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 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 on the road of Continuous Improvement 2

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 4

We have a problem… 5

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 6

Looked for Help Discovered ITIL – bought the books and read them Discovered HDI – became a member Discovered Lean – “The Fiery Sword!” 7

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

Lean Manufacturing Historic Timeline http://www.strategosinc.com/lean_manufacturing_history.htm 9

Isn’t Lean just a manufacturing thing? No!

Who is my Customer?

Who is my Customer? " People don't want to buy a quarter- inch drill . They want a quarter- inch hole !“ - Theodore Levitt

How we conduct Lean (Kaizen) Events Future State Create Charter Metrics Start Map Champion Process Owner Solutions Lean Tools Form Team Brainstorming Used Value Stream Mapping Duration = 5 DOWNTIME Lean 101 Action Plan Exercise Business Days Daily Debrief for Review Stakeholders Pain Current State Celebration! Brainstorming Map 13

Current State Map Start 15

Future State Map Start 16

2011 – First Support Center Lean Lean Event Core Team 17

Lean Tools Used 18

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 19

2012 – The year of the Lean Sieges • Support Center (Subject Matter Expert) Lean • Change Requestor Notification Lean • Mainframe Change Lean • Temp/Contractor Onboarding Lean 20

The Phoenix Project “The Three Ways” • System Thinking • Feedback • Experimentation “Any improvements made anywhere besides the bottleneck are an illusion.” 21

2013 – The year of the Phoenix ITIL Framework adoption The Phoenix New IT Incident Project Service Problem Management Request Tool Change Knowledge 22

2014 - Systems Thinking Incident Management Lean Change Management Lean New Colleague Onboarding Lean 23

2014 – MetricNet Benchmark 24

2015 - Bring the Feedback…back Kanban Boards Knowledge Centered Support 25

Limit WIP 26

2016 – Agile Service Management Individuals and Interactions Processes and tools Working Software Comprehensive documentation Over Customer Collaboration Contract negotiations Responding to Change Following a plan While there is value in the items on the right, we value the items on the left more 27

Agile Service Management NO CHANGES ALLOWED!! 28

2016 – MetricNet Benchmark 29

Using the entire toolkit Systems Thinking KCS creates the (TOC) tells you “Borg Hive Mind” where to focus Agile Service Management Lean removes sustains waste from the Continuous process Improvement 30

Roadblocks and Pitfalls Skimping on Organization your Value Culture Stream Passive Technology Executive Gap Support 31

What we have planned for 2017 2011 2012 2013 2014 2015 2016 • ITIL • Support Center Lean • The Phoenix Project • Systems Thinking • Kata Boards • Limit WIP Part 2 • Support Center Lean • New ITSM • MetricNet • KCS • Agile Service Part 1 • Change Requestor Benchmark Management • Service Notification Lean Management • Incident • MetricNet • Mainframe Change Adoption Management Lean Benchmark Lean • Change • Temp/Contractor Management Lean Onboarding Lean New Colleague Onboarding Lean 2017 Enterprise ServiceNow Service Lean Six Sigma DevOps Implementation Management 32

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