Session 702Wednesday, 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.

KANBAN, KAIZEN, AND DAY STARTS! OH MY!

SESSION 702THE BASICS!

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

K.lord@quintgroup.com

416-268-4863

Your Facilitator

• 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

Agenda

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

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 BusinessImproved 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

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

Quality: Deming’s PDCA model

Mat

uri

ty Continuous step by step improvement

Consolidation of the reached level (e.g. ISO 20000)

Act Plan

Check Do

Time Scale

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

5 Myths/challenges

The Myths/Challenges

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?

1. Where to start

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!!!

• Process reviews

• Metrics and measurements

• Customer satisfaction surveys

• Employee satisfaction

• Focus groups

• Drive bys

• Kaizens

• Other?

Sources?

• 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

In Practice

The Myth/Challenge:

• It has to be rigorous process

• It has to be involved

2. We don’t have the time

• Lets talk Kaizen

• It can be as simple as moving a garbage can!

In Practice

From A… To B!!!

The Myth:

• All Improvements require funding

3. We don’t have the Budget

• 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….

In Practice

The Myth/Challenges:

• Work effort is substantial

• Dedicated resources needed

4. We don’t have the Resources

• 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

In Practice

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!

5. Its too complicated

W h a t D O E S B e s t p r a c t i c e d e f i n e ? ?

Techniques

• Metrics – telling the story

• The 7 step improvement process

• Kaizen

• The CSI register

• Elements of Lean within CSI

Techniques to Consider

• You cant manage what you cant measure

• To define an improvement journey:

Metrics

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

From vision to measurements

Measurement & Metrics

• You cant manage what you cant measure– KPI’s

– CSF

• Baselines/benchmarks

• Why measure?

7-Step ImprovementProcess

© Crown copyright 2011. Reproduced under license from the Cabinet Office

The 7- Step Improvement Process

1. Define what you shouldmeasure

Identity• Vision, & strategy• Tactical Goals• Operational goal

2. Define what you canmeasure

3. Gather the data Who? When? Integrity of data

4. Process the data Frequency? Format?System Accuracy

5. Analyze the data Relations?Trends? According to plan? Targets met?Corrective actions?

6. Present and use the information assessment summary action plans,etc.

7. Implement corrective action

Goals

• 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

Kaizen

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

CSI register

• Value Stream Mapping

• Kaizen

• DMAIC

• Earning Capacity Analysis

• Day Start (value stream)

• Agenda & action list

Some Lean concepts within CSI

• The right mind set

• Leadership Support

• A cross functional, holistic perspective

• Accountability, roles and responsibility

• Define a process– Inputs

– Outputs

• KPI’s/CSF’s

Critical Success Factors

Considerations/moving forward

• 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

Roles

• ITIL Processes cross all IT Departments

• ITIL Processes are focusedon business results

• ITIL Processes are clearly defined with no overlap and no gaps

• IT Services are optimizedand delivered, based onclient needs

THE

BUSINESS

Change Management

Problem Management

Incident Management

Continual Service Improvement

Service Level Management

Apps Team

Ops Team

Networks Team Etc.

Cross Functionalapproach

Deliverable

CS

I P

roce

ss

Man

ager

Pro

cess

O

wn

ers

Cu

sto

mer C

IO

IT

Lea

der

sh

ip

Rep

ort

ing

A

nal

yst

Process Review R A C C I R

Metrics Review R C I I A

Survey results/collation I I A C R

Customer feedback reviews A R I I

Review of Results I I A R I C

Managing CSI registerA I I I I

Develop Action Plan A C C I C C

Implementation of Action Plan R A/R I I I I

Analyze Impact of Plan A R C C C C

Communicate progress A I I I I I

R - Responsible Individual responsible for completing the workA –Accountable

Individual to whom ‘R’ is accountableMust sign off on (approve) work before it is effective

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

RACI Chart

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

• 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

Where to start?

Questions?

Thank you for attending this session.

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