april2007 knowledge mgmt

© 2006, Credit Acceptance. All rights reserved.

Brent Pliskow, Help Desk Supervisor

Debbie Duong, Help Desk Manager

April 12th, 2007

KCS Implementation at Credit Acceptance

© 2005, Credit Acceptance. All rights reserved. 2

Today’s Objectives

Overview of KCS (Knowledge-Centered Support)

How we implemented at Credit Acceptance

Future


Challenges Facing Support

SUPPORTORGANIZATION

IncreasingComplexity

IncreasingDemand

Decreasing Budgets

Rising Costs

Source: Help Desk Institute - Foundations of KCS Course Material


Background

The Consortium for Service Innovation• Non-profit organization• Board of directors included executives from

Cisco, HP, Microsoft, and Oracle• www.serviceinnovation.org

Self Assessment


Background

KCS originated in 1992 with a simple premise:• To capture, structure, and Re-use support

knowledge

With 10+ years in development and over $45 million invested


KCS Methodology

KCS is a methodology and a set of practices and processes that focuses on knowledge as a key asset of the support organization.

KCS seeks to:• Create content as a by-product of solving problems • Evolve content based on demand and usage• Develop a KB of our collective experience to-date• Reward learning, collaboration, sharing and improving

Integrates with ITIL

KCS is not something we doin addition to solving problems…

KCS becomes the way we solve problems


KCS Double Loop Process

Knowledge

Capture inThe workflow

Structure For reuse

SearchingIs creating

Just-in-timeSolution Quality

SolveLeadership

PerformanceAssessment

Contentvitality

WorkflowEvolve


The Solve Loop

Capture in the Workflow Structure for Reuse Searching is Creating Just-In-Time Solution Quality


KCS Double Loop Process

Knowledge

Capture inThe workflow

Structure For reuse

SearchingIs creating

Just-in-timeSolution Quality

SolveLeadership

PerformanceAssessment

Contentvitality

WorkflowEvolve


The Evolve Loop

Workflow Content Vitality Performance Assessment Leadership


Benefits

CustomerIncreased confidence in supportImproved response from supportSpeed, accuracy and consistency

Analyst Personal empowerment and recognition

Improved confidenceBroadened expertise

OrganizationImproved effectiveness/efficiencyEvolving resources and expertiseImproved relevance and loyalty


Roles and Responsibilities

Sponsor Manager Knowledge Developers

• KCS I• KCS II• KCS III

KCS Coach Knowledge Domain Expert KCS Council


Metrics

Talk Time Hold Time # of Solutions created # of Solutions reused Competency development


KCS Recommendation

Communication Plan• Top down• Elevator Pitch

Develop answers to objections Resources


Credit Acceptance Implementation

Why we decided to implement KCS? Background

• CA Help Desk created in 1999• By 2004

4 Help Desk Analyst 1 Help Desk Manager 500 users, 1500 calls per month


Prior to 2004

Non-centralized documents Out-of-date, incomplete and/or missing

documentation Culture of asking other analysts for information

before conducting research of their own Inability to answer many questions reported by

the user community Inconsistent answers/instructions provided by

Analysts Time spent reworking existing solutions


Plan

Created Knowledge Administrator position Implemented KCS methodology with Help

Desk in hopes to expand to department Created KCS Strategy Created document templates Created KB in call logging tool Trained Help Desk Created metrics and tied to PR


Document Template

Process and Procedure Hardware Software


Documents


Hardware Template


Creating a New Call

KB Button


KB Search Results


KB Article


KB Actions

Analysts have the ability to resolve a call with the KB article• Brings over the KB article’s ‘Solution

Description” text into the resolution notes.

Analysts also have the ability to ‘remember’ a KB article.• Quick Reference• Steps leading toward resolution


Submitting Knowledge


Maintenance

Submissions to KB are reviewed weekly. Additions can also be entered externally

from a ticket.


Knowledge Administrator View


Self-Help (Public View of KB)


Metrics


Results

Slight increase in FCR. Increase in Analyst Knowledge. Consistency in responses to customers.


Lessons Learned

Start with a Top-Down Approach Resource and Budget Limitations vs. Big

Goals/Ideas Enhanced/Improved Tool Communication – Internally and Externally


Today and the Future

Maintenance mode 10 hours per week Everyone is responsible Integrate with ITIL


Additional Resources

HDI Knowledge Management Professional

Organizations and Journals• www.serviceinnovation.org


Questions?

april2007 knowledge mgmt

Technology

kcs methodology kcs

problems kcs

background kcs

kcs implementation

kcs strategy

analyst knowledge

hardware template

itil kcs isnot