TOC in IT operations Vaidas Paulauskis, VP for LEAN & Automation November 2016 Vilnius
Barclays Group Operations Lithuania • strategic branch of the Barclays Group • technology solutions and a wide range of services worldwide Insert image here
• contributing to Barclays projects all over the world
2 | 29th International Conference of the TOC Practitioners Alliance – TOCPA, Nov. 11-12, 2016 Vilnius, Lithuania
BGOL in numbers
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What IT is up to? Robotic process automation
Self-Help Operational excellence Cloud based solutions
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Chat bots
Common challenges in IT Customer satisfaction IT issue resolution time Performance Workload Quality
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Solution
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Suggested approach
1 Assessing processes, teams and metrics
2
3
Re-aligning organization
Improving operating model
7 | 29th International Conference of the TOC Practitioners Alliance – TOCPA, Nov. 11-12, 2016 Vilnius, Lithuania
If everybody and everywhere is blaming on the lack of resources, maybe it is time to change the strategy and reduce scope or scale of the operations?
8 | 29th International Conference of the TOC Practitioners Alliance – TOCPA, Nov. 11-12, 2016 Vilnius, Lithuania
Organizational adjustments Incidents
Projects
Incidents
Escalations
Projects
Incidents
Escalations
Incidents
Incidents
Escalations
Incidents
Projects
Before: • Reactive approach • Minimal improvements • Project management specifics
Typical day
Incidents Projects Escalations
CI Delivery quality Prevention of complaints
9 | 29th International Conference of the TOC Practitioners Alliance – TOCPA, Nov. 11-12, 2016 Vilnius, Lithuania
After: • Increased capacity • Reduced bottleneck • Pro-active approach • Reduced waste • Improved quality
Incident process measurement 1
Team A resolved ticket – incident duration 18 hours
2
Team B – 6 h
3
Team A – 12 h
Before: • How many tickets do you have? • What is the age of closed ticket? • Team A is the Problem…
Resolution time
1
C
B
B
2 3
A
A
C
A
D
A
10 | 29th International Conference of the TOC Practitioners Alliance – TOCPA, Nov. 11-12, 2016 Vilnius, Lithuania
After: • What are your Lead times? • What is the Bottleneck? • Why tickets return to the same team? • Team B is the Bottleneck… • Team A initiates process review
Operating model “1”: Best effort Pros: • Works well with low volumes • Suitable for small, mature teams
Cons: • ‘Cherry picking’ • Wasted time to select ticket • Difficult tickets can be put back
Everyone works with everything
11 | 29th International Conference of the TOC Practitioners Alliance – TOCPA, Nov. 11-12, 2016 Vilnius, Lithuania
Measurement: • How many tickets not assigned yet?
Operating model “2”: Equal split Pros: • Impression that there is no backlog • Quality check can be embedded • Prioritization decision on individual (not backlog) level Cons: • Effort to distribute ticket • Low visibility of current state • Inconsistent performance results in many mini-backlogs Distribute all incoming tickets equally
12 | 29th International Conference of the TOC Practitioners Alliance – TOCPA, Nov. 11-12, 2016 Vilnius, Lithuania
Measurement: • Who has the most tickets?
Operating model “3”: Limit WIP Pros: • Auto-dispatching with WIP = 8 • Better visibility of backlog • Prioritization by importance for customer
8
Limit to 8 assigned tickets per person
13 | 29th International Conference of the TOC Practitioners Alliance – TOCPA, Nov. 11-12, 2016 Vilnius, Lithuania
Cons: • Difficult tickets returned to backlog at the end of shift • Not sure if person is working with tickets or not Measurement: • How many tickets not assigned yet? • How many tickets being worked on?
Operating model “4”: Pull and Specialization Pros: • Transparency and ownership • Deal with single ticket only • No returns to backlog • No need for wasteful decision making • Platform for gamification
1
Single ticket at any given time, Pull when free
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Cons: • Local improvement only – single team out of the whole process Measurement: • Individual productivity • Team SLAs
Operating model “5”: E2E incident management L2
L3
1
Close collaboration between all teams involved in the process
15 | 29th International Conference of the TOC Practitioners Alliance – TOCPA, Nov. 11-12, 2016 Vilnius, Lithuania
Pros: • Process level ownership • Cross-training, shift-left • Trending and prevention • Exceptional customer experience Cons: • Does not scale due to differences and number of processes Measurement: • Metrics per process • All teams measured on single SLA
What else we‘ve learned? Stockholm syndrome is true
People are allergic to red color
Motivated staff is better than well designed process
Importance of Manager role cannot be underestimated
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Thank you! Questions?