Using Complementary Methodologies for your ITSM Flight

Using Complementary Methodologies for your ITSM Flight
February 2013
flyjazz.ca
Agenda - Jazz’s ITIL Journey
 A bit about Jazz
 ITIL at Jazz
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We started with Six Sigma and Lean… Why?
How to know which tool to use
Examples of integrating methodologies
What challenges did we face along the way?
When did we encounter resistance? Why?
How long did it take?
 What’s coming next at Jazz?
flyjazz.ca
Jazz is one of the world’s largest regional airlines
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82 destinations across Canada and the U.S.
• 6 administrative bases + airports
5,012 employees
130 aircraft
800 flights each weekday (approx.)
30,000 passengers Carried Daily
9.1 million Annual Passengers Carried (2011)
$1.5 billion Operating Revenue (2011)
The scope of our network
flyjazz.ca
ITIL fits with Jazz’s Culture
ITIL fits with Jazz’s continuous improvement culture
Continuous Improvement Team - Six Sigma, Lean, PMO
– 2002 Six Sigma – focus on quality and customer satisfaction
• Reduce defects
– 2007 Lean - focus on flow and waste reduction
• Remove waste
– 2011 ICS and Continuous Improvement team merge
• Closer alignment between IT and improvement teams
flyjazz.ca
ITIL and Six Sigma are complimentary
• The end result is the same:
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Consistent, documented, and repeatable processes
Customer focused
Following demonstrated best practices
Methodical strategy for improvement efforts
• ITIL provides the best practice vision of what to strive for
• Six Sigma provides a structured methodology
flyjazz.ca
What to use when…
Focus of Six Sigma
 Variation
Examples of Tools Used
Basics
 Process
 QFD
 Correlation
 CTQs
 Discipline
 Pareto
(DMAIC)
 Data
Focus of Lean
 Waste
 Regression
Examples of Tools Used
Basics
 Customer
value
 Simulation
 Process
 Value
stream maps
 Standard work
 Visual management
 Takt time
 Flow
 Pull
 Perfection
Focus of ITIL
 BDPs
 Roadmap
for
improvement
flyjazz.ca
Basics
 Customer
Examples of Tools Used
value
 Process repeatability
 Service Lifecycle
 Workflow
diagrams
 Standard procedures
 Customer perspective
Our ITSM Journey
ITIL utopia
Tomorrow
Yesterday
flyjazz.ca
Our
past
Customer Satisfaction - pre-ITIL
In 2006, 36% of our employees were dissatisfied with the
service they received from the IS department
How do we reduce
this negativity?
flyjazz.ca
What should we work to improve?
What one thing would you like us to do better next tim
45
40
Top 3:
35
•Response time
•Communication
•Follow-up
30
25
20
15
10
5
Intranet
hardware
software
process
other
speed
prioritization
timeline
live answer
positive
local fix
quality repair
follow up
mmunication
esponse time
0
What was driving the dissatisfaction?
Anecdotally customers said they wanted us to:
• respond quickly
• communicate / keep them informed / follow up
We also knew that:
93% expect a same day/next day response,
However only 72% feel they get it
Perception is reality!
flyjazz.ca
Measuring Performance and Capability
Response time was a proven driver of customer satisfaction
• Overall 64% satisfaction
• 77% for customers who received a same day or next day response
• SMART = an attainable goal to leverage good performance
• Goal – translate these moments of better service to create a new norm
Performance vs. Capability
Defective Data
Defective Units
Total Units
p(d)
FTY
Z
flyjazz.ca
All responses
115
327
0.351682
0.648318
0.3807835
same day next day
2 days
> 2 days
28
26
23
38
154
82
45
46
0.1818182 0.3170732 0.5111111
0.826087
0.8181818 0.6829268 0.4888889
0.173913
0.9084579
0.475899 -0.027855 -0.9388143
Defective Data
same+next
Defective Units
Total Units
p(d)
FTY
54
236
0.2288136
0.7711864
Z
0.7427598
Incident Management Project
Goal =
improve customer
satisfaction
flyjazz.ca
2007 – Incident Management
• Strategic decision to introduce ITIL to the organisation
• Brief ITIL introduction for IS employees
• Goal of Incident Management = get the user back to
work, ASAP
• Improving Incident Management
– Six Sigma project structure and methodology
– Solutions drawn from ITIL
flyjazz.ca
Ishikawa diagram – cause & effect
Problem: It’s
hard to involve
shift workers in
process
improvement
flyjazz.ca
Solution:
Brainstorming done
on the “shop floor”
re. HOW to improve
communication
2007 – Incident Management
• Short term project improvements
– Brainstorm improvements with those closest to the work
– Help Desk transition - from dispatching to troubleshooting and
recording
– Longer hours to follow the sun
– Key touch points identified
– Procedures to ensure communication with the user
• Longer term goals
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Build into a true Service Desk
Increase the skill level to facilitate first call resolution
Implement a Major Incident process and policy
Move from ad hoc to a consistent and repeatable process
flyjazz.ca
2008 – ITIL as the strategy
ITIL Roadmap developed
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Assign responsibility - IS Process Manager
Visibility in Quarterly department meetings
ITIL training strategy formalised
Business Analyst team established to work with the business
Project prioritisation with the Business – dedicated PM for IT
Evaluation of the service management tool
CSI – Incident Management requires regular reviews and
improvement as the process matures
flyjazz.ca
2008 – Change Control
Departmental consistency and weekly CAB meetings
• Change and Release processes interrelated - minimal
impact
• Implemented iteratively to ease people into these process
• Release and Transition processes considered a “preproduction” phase
• Changes approved conceptually by the CAB for preproduction work
• A standardised testing methodology introduced in 2009 and
implemented gradually
flyjazz.ca
Evolution of Change
Change Management adoption has been iterative (CSI)
• 2008 Introduced basic concepts and the Change Advisory Board
• 2009 Improve testing methodology process and templates
• 2010 ITSM Tool improved automation + adherence to testing
methodology
• 2011 Change scheduling and self service (automated RFC)
• 2012 Improve automation and make it easier to comply
flyjazz.ca
2009 – Get everyone involved
Service Management Tool Selection
• Process improvements hampered by outmoded technology
• Used an Incident ticketing system to capture all request types
• Important to involve everyone in the selection process
ITIL Training for all employees to develop a common level of
competency and understanding
flyjazz.ca
2010 – Tool Implementation Phase I
– Incident
– Service Request
– Changes (normal, standard, urgent, emergency)
– Major Incident process and procedure
• CSI – Incident + Change reviews and improvements
– Automated + improved RFC
– Service Desk evolution
– Improvements also gleaned from training sessions
Problem: small team
Goal to build a tool for
everyone but employees
were too busy
flyjazz.ca
Solution:
Agile development and tweak
as we go + combined testing/
training sessions
2010 Check in…
In 2006, 36% of our employees were dissatisfied with the
service they received from the IS department
How do we
How much did we
reduce this
improve?
negativity?
flyjazz.ca
Customer Satisfaction 2010
Customer Satisfaction is up
• 82% of employees are now satisfied, up from 64%
• Very dissatisfied employees dropped by more than half (red)
• Very Satisfied up from 9 to 17% (dark green)
Response time remains
the key driver of
satisfaction
V Satisf
17%
V Diss
3%
Satisf
65%
flyjazz.ca
Diss
15%
Process Performance 2010 (ZLT)
Please rate your overall SATISFACTION with the
service you receive from Information Systems.
Process performance has improved from .38 to .92
This means that 82% customers are satisfied with the
service they receive from us
Defective Data
Defective Units
Total Units
p(d)
FTY
Z
flyjazz.ca
2010
189
1067
0.177132
0.822868
0.92635
Defective Data 2006
Defective Units
Total Units
p(d)
FTY
Z
115
327
0.351682
0.648318
0.380783
24
Process Capability 2010 (ZST)
Response time remains significant
• Employees who had recently used the Service Desk were more satisfied (4 pts)
• Overall ZLT of 1.08, i.e. 86% of recent users were satisfied
• Previously 72% reported same day/next day service, now up to 88%
• ZST represents process capability, a goal to aim for
• Satisfaction >90% when receiving a same day/next day response (ZST 1.31 )
Defective Data
Defective Units
Total Units
p(d)
FTY
Z
flyjazz.ca
<4 hours same day
27
26
415
201
0.06506 0.129353
0.93494 0.870647
1.513627 1.129454
next day
16
117
0.136752
0.863248
1.095028
2 days > 2 days
14
13
34
25
0.411765
0.52
0.588235
0.48
0.223008 -0.05015
Not at all
20
43
0.465116
0.534884
0.087552
same + next
combined
69
733
0.094134
0.905866
1.315722
Response Time Improvement
If you left a message or sent an email, when did someone from IS get
back to you?
• 78% were satisfied with the response time
• 74% Employees reported receiving a same day response, compared to 47% in 2006
• In addition > 2/3rd of same day responses occurred within 4 hours
• In 2006 -- 93% expected a same day/next day response, 72% felt they got it
• By 2010 87% reported a same day/next day response
80%
2010 results
70%
Combined for same day →
2006 to 2010 comparison
74%
60%
415
Within 4 hours
47%
50%
201
Later, same day
30%
34
2 days
43
Not at all
0
25%
20%
25
> 2 days
2010
40%
117
Next day
100
10%
200
300
400
500
12%
5%
2%
3%
14%
4%
0%
Not at all > 2 days
flyjazz.ca
14%
2006
2 days
Next day Same day
26
2011 – Building technology
ITSM tool - phase II
• Forward schedule of changes
• Dramatic reporting improvements
• Organisational focus shift to KPIs
• Better focused, more effective meetings
• Combined Tool and ITIL ongoing training
• Employee Self service
flyjazz.ca
Employee Self Service
flyjazz.ca
2012 – Standardised Service Lifecycle
ITSM tool, phase III
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Problem Management established
Relating requests – INC to PRB to CHG flow
Improve standard change automation
Knowledge Management
Service Description alignment
I2O lifecycle-oriented service & process coordination
– New initiatives handled consistently
– Beyond IT – moving service management throughout the organisation
flyjazz.ca
How Have We Benefited?
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A customer-focused IT department
Increased stability
Improved availability of key operational services
Better relationships with our customers
Improved customer satisfaction
flyjazz.ca
Cultural Change Challenges
• Smaller teams had their own work practices
• Logging every contact with the Service Desk
• Previous tool was “for the Helpdesk” only
• Constantly changing priorities – needed flexibility
• Scheduling/estimating for improved resource management
• Formal process thought to be more restrictive
• New procedures must become routine
flyjazz.ca
Questions?
we deliver
flyjazz.ca