Using Complementary Methodologies for your ITSM Flight February 2013

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1 Using Complementary Methodologies for your ITSM Flight February 2013

2 Agenda - Jazz s ITIL Journey A bit about Jazz ITIL at Jazz 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?

3 Jazz is one of the world s largest regional airlines 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)

4 The scope of our network

5 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

6 ITIL and Six Sigma are complimentary The end result is the same: 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

7 What to use when Focus of Six Sigma Variation Focus of Lean Waste Focus of ITIL BDPs Roadmap for improvement Basics Process Correlation Discipline (DMAIC) Data Basics Customer value Process Flow Pull Perfection Basics Customer value Process repeatability Service Lifecycle Examples of Tools Used QFD CTQs Pareto Regression Examples of Tools Used Simulation Value stream maps Standard work Visual management Takt time Examples of Tools Used Workflow diagrams Standard procedures Customer perspective

8 Our ITSM Journey ITIL utopia Tomorrow Yesterday Our past

9 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?

10 esponse time mmunication follow up quality repair local fix positive live answer timeline prioritization speed other process software hardware Intranet 45 What should we work to improve? What one thing would you like us to do better next tim Top 3: Response time Communication Follow-up

11 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!

12 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 All responses same day next day 2 days > 2 days Defective Units Total Units p(d) FTY Z Defective Data same+next Defective Units 54 Total Units 236 p(d) FTY Z

13 Incident Management Project Goal = improve customer satisfaction

14 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

15 Ishikawa diagram cause & effect Problem: It s hard to involve shift workers in process improvement Solution: Brainstorming done on the shop floor re. HOW to improve communication

16 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 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

17 2008 ITIL as the strategy ITIL Roadmap developed 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

18 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

19 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

20 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

21 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 Solution: Agile development and tweak as we go + combined testing/ training sessions

22 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?

23 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% Diss 15% Satisf 65%

24 Process Performance 2010 (Z LT ) 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 2010 Defective Units 189 Total Units 1067 p(d) FTY Z Defective Data 2006 Defective Units 115 Total Units 327 p(d) FTY Z

25 Process Capability 2010 (Z ST ) Response time remains significant Employees who had recently used the Service Desk were more satisfied (4 pts) Overall Z LT of 1.08, i.e. 86% of recent users were satisfied Previously 72% reported same day/next day service, now up to 88% Z ST represents process capability, a goal to aim for Satisfaction >90% when receiving a same day/next day response (Z ST 1.31 ) Defective Data <4 hours same day next day 2 days > 2 days Not at all Defective Units Total Units p(d) FTY Z same + next combined

26 Response Time Improvement If you left a message or sent an , 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 % expected a same day/next day response, 72% felt they got it By % reported a same day/next day response 2010 results 2006 to 2010 comparison Combined for same day 60% 415 Within 4 hours 50% 47% 201 Later, same day 40% 117 Next day 34 30% 25% 2 days 25 > 2 days 20% 12% 14% 14% 43 Not at all 10% 5% 3% 4% 2% % Not at all > 2 days 2 days Next day Same day 80% 70% 74%

27 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

28 Employee Self Service

29 2012 Standardised Service Lifecycle ITSM tool, phase III 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

30 How Have We Benefited? A customer-focused IT department Increased stability Improved availability of key operational services Better relationships with our customers Improved customer satisfaction

31 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

32 Questions? we deliver

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