using the fiery sword of lean with agile thinking to ...€¦ · • understand how lean, kanban,...
TRANSCRIPT
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
Isn’t Lean just a manufacturing
thing?
Who is my Customer?
Two initial assumptions
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
Create Charter
Form Team
Lean 101
Review Current State
Map
Pain Brainstorming
DOWNTIME Exercise
Solutions Brainstorming
MetricsFuture State
Map
Lean Tools Used
Action Plan
Celebration!
Champion
Process Owner
Value Stream Mapping
Duration = 5 Business Days
Daily Debrief for Stakeholders
Start
13
Current State Map
Start
15
Future State Map
Start
16
Lean Event Core Team
2011 – First Support Center Lean
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
The Phoenix Project
New IT Service Management Tool
ITIL
Fra
mew
ork
ad
op
tio
n
Incident
Problem
Request
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
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
27
Agile Service Management
28
NO CHANGES ALLOWED!!
2016 – MetricNet Benchmark
29
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”
30
Roadblocks and Pitfalls
Organization Culture
Skimping on your Value
Stream
Technology Gap
Passive Executive Support
31
What we have planned for 2017
2017
ServiceNowImplementation
Enterprise Service
ManagementLean 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
•MetricNetBenchmark
•Incident Management Lean
•Change Management Lean
New Colleague Onboarding Lean
2015
•Kata Boards
•KCS
2016
•Limit WIP
•Agile Service Management
•MetricNetBenchmark
32
Thank You
Jonathan Hinkle
AVP, IT Operations
American Fidelity
405.523.5593
LinkedIn: https://www.linkedin.com/in/jonathanhinkle1
Learn More: https://www.jonathanhinkle.com