All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
TM
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Lean Kanban What’s the purpose?
Stephen Parry Author of Sense and Respond @Leanvoices Senior Partner at Lloyd Parry
Twitter: @LeanVoices and Linkedin Blog : www.LeanVoices.com [email protected] www.lloydparry.com
www.slideshare.net/SGParry/presentations
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Together
Ease
Acceptance Respectful
Excited
Optimistic
Intelligent
Collaborative
Sharing
Learning
Creating
Supportive Growing
Exploring
Nurture
Rational
Encouraged
Achievement
Engaging
Harmony Recognition
Discovering
Motivated
Agreement
Purpose
Knowledge Kind
Thoughtful Integrity
Trust
Passion
Courage
Challenging
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Driv
e su
ppor
t ser
vice
s Bu
ild t
rust
with
supp
liers
Capt
ure
Dem
and
Data
Bu
ild t
rust
with
cus
tom
ers
SENSE what matters to customers
DRIVE the service and the strategy
Adapt – Evolve – Inform – Innovate
RESPOND
People 1.
Your clients and their customers
People 2.
Your front-line operation
People 3.
Your support organisation
Sense and Respond Lean is about connecting everyone to customers Extracts from Sense and Respond by Stephen Parry
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Improved Customer Experience ?
F1 F2 F4 F3 Fn
S1 S2 S4 S3 Sn
Functional units
Traditional approach: Feasible parts creating an infeasible whole.
Independent solutions designed to meet functional targets and goals.
It’s not unusual to have thirty or more solutions lining up for attention.
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
The customer/service user challenge: They don’t have time………….they say things like:
Solve my problem completely. Don't waste my time or cause me hassle. Minimise the cost of doing business with you. Provide exactly what I need and deliver value where I need it. Reduce the number of decisions I must make to resolve my problems. Don’t get me to help you; I want you to help me!
Adapted from Lean Solutions: Jim Womack and Dan Jones by Stephen Parry
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Question:
What would delivery organisations do if they had to pay for all the operational and service
user time they wasted?
Adapted from Lean Solutions: Jim Womack and Dan Jones by Stephen Parry
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Solv
e m
y pr
oble
m
com
plet
ely.
D
on't
was
te m
y tim
e
or c
ause
me
hass
le.
Min
imis
e th
e co
st o
f do
ing
busi
ness
with
you
. Pr
ovid
e ex
actly
wha
t I n
eed,
w
here
I ne
ed it
, whe
n I n
eed
it.
Redu
ce th
e nu
mbe
r of
deci
sion
s I h
ave
to m
ake.
D
on’t
get m
e to
hel
p yo
u;
I wan
t you
to h
elp
me!
Tee Value Stream: Effective provision of service for service users
Service User Business Process
Deliv
ery
Proc
ess
Specify value from the standpoint of the end customer.
Identify all the steps in the value stream eliminating every step and every action and every practice that does not create value.
Make value-creating steps occur in a tight and integrated sequence so the product/service will flow smoothly toward the customer.
Let customers pull value from the next upstream activity.
Pursue Perfection. These steps lead to greater transparency, enabling teams to eliminate further waste
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
What type of climate do you create for customers, employees, managers and leaders?
Make-and-Sell Organisation Mass Production
Sense and Respond Lean Enterprise
Willing contribution
Transactional and processed
Incentivised contribution
Functional efficiency
Direct and control
Relational and personal
End-to-end effectiveness
Listen and adapt
Company pushes products and services ON-COMMAND Customers and employees are designed out
Customer pulls products and services ON-DEMAND Customers and employees are designed in
Customer/User
experience
Employee motivation
Executive leadership
Support operations
The Behaviours, Measures, Job Design and Purpose are different.
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Sense and Respond vs. Make and Sell
CHARACTER OFFERINGS CUSTOMER
EXPERIENCE EMPLOYEE EXPERTISE
IMPROVEMENT RESPONSIBILITY
MANAGEMENT FOCUS
COMPETITIVE BASIS
LEADERSHIP FOCUS
Sense and Respond
Personalised, individual, Bespoke. Unique. Flexible offerings
Customer experience is personal and unique Co-Creation of solution design
Expert Broad knowledge to provide integrated solutions Disciplined experimentation
Front-line experiments and learning
Creativity, expertise, new products and services. Customer outcomes. Problem solving
Trusted advisor and expert Integration Business outcomes
Listen and adapt
Make and Sell Low variety Transactional and processed No customer involvement in solution design
Basic Improvement boards Improvement specialists Suggestion schemes
Employee utilisation, cost reduction, work intensification. Disciplined compliance
Commoditised High Volume Low Margins Economies of scale
Direct and control
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Choice
Freedom
Power
Performance is a matter of people having
which is a matter of
with the Performance Measures
Technology
The organisation is a hindrance to both employees and customers.
Designing a better end-to-end ‘System’
to do what matters for customers.
Role Design
Processes and Procedures
Policy
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Creates the possibility for developing new services that will satisfy customers or increase production and revenue.
OPPORTUNITY (Innovate)
Originates externally and is usually waste or demand that is created by other organisations, agencies or institutions.
EXTERNAL (Restore and Re-think)
Is defined by ‘Customer Purpose’. Deliver value effectively to customers and efficiently to the organisation. CREATE
(Optimise)
REMEDIAL (Restore and Remove)
Occurs when the organisation delivers unfit products or services. Production is lost, the customer is unhappy, resulting in loss of money, time, and reputation.
CORE Profile: Value definitions
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
CORE Profile for Global IT end User support (November 2009)
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Create
External
Opportunity
Remedial
8%
80%
2%
10%
CORE Profile: ICT support operations Before changing the service.
Source Fujitsu Case Study: Sense and Respond Book Used with kind permission
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Create
External
Opportunity
Remedial
50%
33%
12%
5%
CORE Profile: ICT support operations After changing the service.
Source Fujitsu Case Study: Sense and Respond Book Used with kind permission
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Fun
ctio
nal
E
nd to
End
No Matters to Customers Yes
You’ll not find many measures in this zone.
‘If you measure your business using averages, don’t be surprised to find
yourself running an average business.’
Purpose
Agent Utilisation
% Incorrectly Categorised
Average Handle Time
First Time
Fix
Mean time to process
by priority level
Calls/ Agent /Day
Average IT Availability
Time
Customer Satisfaction ?
Depends
% Incorrectly assigned
% resolved within Target priority MTP
Av time for 2nd level to respond
Av Time to resolve
% Incidents Re-assigned
% Calls Bypass 1st Line
% of calls that are Service Requests
No. calls without Esc/agent
No. Calls Exceed SLA
Av Time Call Answr
% of Calls Convt to Tickets
What you measure tells everyone what you think
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
17
What we measure today…staff,
18
IT and application support staff Measurement before and after understanding users.
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
19
What we feel pain about today….Global Services.
Wrong measures, wrong pain, wrong outcomes.
Service Measures and SLAs. End-user Measures. End User pain points
21
Delivering the bad news or is it good news? to the management.
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Averages throw away the data for improvement
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Reference Line 140hrs MPT
User Experience – Sample Size SLA Level 4 Priority Medium
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Together
Ease
Acceptance Respectful
Excited
Optimistic
Intelligent
Collaborative
Sharing
Learning
Creating
Supportive Growing
Exploring
Nurture
Rational
Encouraged
Achievement
Engaging
Harmony Recognition
Discovering
Motivated
Agreement
Purpose
Knowledge Kind
Thoughtful Integrity
Passion
Courage
Challenging
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Whose perspective ?
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved.
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Pretence, reality and cost: but what’s the benefit?
Pretence Reality Cost
What we say its like What it is really like What it costs us to pretend
Caring for people. Giving people opportunities. We are coping, everything is OK. We are doing a good job. We work as a team. We listen to people.
Working to the numbers. Ticking the boxes. Manipulating the numbers. Back-stabbing. Lying. Covering up. No trust. Blaming. Cheating. Play the game.
Low self-esteem Futility. No fulfilment. Withdrawing. No fun. Loss of honesty Loss of integrity. Loss of repeat business. Customer dissatisfaction. Little or no innovation. Cynicism. Missed opportunities. Fear of being found out.
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Authenticity Gap: Making the pretence, reality and cost visible: It’s like telling a mother ‘Your baby is ugly’
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
New Purpose a new Climate
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
In this context, ‘respect for people’ means understanding that all people have the ability
to learn and the right to be given opportunities to learn.
Managers helping employees freely choose how they solve
problems displays total respect.
There is a world of difference between helping people to see
and telling them they are blind.
We believe people are capable of learning and taking on additional responsibility, and if you create the right environment, people will
want to learn and will actively seek more responsibility.
Most of all we must trust that people are capable of owning
and solving their own problems with a little bit of help.
From first to last, Respect for People. Extracts from a broadcast by Stephen Parry
Statement Before % After %
Understanding our services allows me to take effective action. 42 100
Understanding the customer improves my commitment. 14 83
Understanding customers helps me make better decisions. 15 95
It is my job to share information with my peers and managers. 0 63
I help my organisation understand what customers value. 0 82
My manager supports my decision when I have customer data. 0 49
The management team is committed to improving the quality of work 17 50
Statement Before % After %
I am involved in decision making. 28 45
I make decisions with the customer in mind. 14 67
My data improves the quality of decision making. 0 83
I can improve processes and methods to serve the customer. 15 65
I use customer data to help managers make better decisions. 17 63
I am confident making decisions with customer data. 13 66
I understand how the whole organisation works for customers. 16 68
Survey: Telco before and after highlights
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
It’s not about waste, its always been about value.
Customer Purpose Defines Value, Value defines meaningful work All the rest is waste.
There needs to be a clear line of sight between everything we do and customer value.
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
Together
Ease
Acceptance Respectful
Excited
Optimistic
Intelligent
Collaborative
Sharing
Learning
Creating
Supportive Growing
Exploring
Nurture
Rational
Encouraged
Achievement
Engaging
Harmony Recognition
Discovering
Motivated
Agreement
Purpose
Knowledge Kind
Thoughtful Integrity
Trust
Passion
Courage
Challenging
All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012
TM
No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of Service Climate Management Ltd. The information contained herein may be changed without prior notice.
Service Climate Management ® is a registered trade mark of Service Climate Management Ltd.
Customer Value Enterprise ® is a registered trade mark of Service Climate Management Ltd.
Climetrics ® is a registered trade mark of Service Climate Management Ltd.
The Engaging, Learning, Leadings Improvement device is a TM of Service Climate Management. CORE Demand Profile TM is a trademark of Service Climate Management Ltd.
© 2012 Service Climate Management Ltd. All rights reserved
All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. The information in this document is proprietary to Service Climate Management Ltd. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of Service Climate Management Ltd. This document is a preliminary version and not subject to your license agreement or any other agreement with Service Climate Management Ltd. This document contains only intended strategies, developments, models, methods and products and is not intended to be binding upon Service Climate Management to any particular course of business, product strategy, and/or development. Please note that this document is subject to change and may be changed by Service Climate Management Ltd. at any time without notice. Service Climate Management assumes no responsibility for errors or omissions in this document. Service Climate Management Ltd. does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non-infringement. Service Climate Management Ltd. shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence. The statutory liability for personal injury and defective products is not affected. Service Climate Management Ltd. has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third-party Web pages nor provide any warranty whatsoever relating to third-party Web pages.