Den bredeste Service Desk Service Desk konference SOS Forum

Transcription

1 Den bredeste Service Desk Service Desk konference SOS Forum Senior Director Morten Østergaard Director Gitte Ryholl Director Lene Dueholm 1

2 Agenda Intro How Current Status 2

3 LEGO Service Center: Direction and key transformation steps Ambition: Deliver an organization where continuous improvements are the norm and value creation the ongoing focus area based on an agile customer focused and performance oriented highly competent global skill base Design and Plan Design LSC implementation program Unfreeze the organization Secure daily operation Implement Implement program objectives Structure and develop the organization Secure daily operation Institutionalize Institutionalize new operating model and organizational structure Institutionalize LSC culture elements Deliver value add Secure and further develop daily operation Continuous Improvement - Realization of Value Add Ongoing continuously improvements based on LEAN with proven value add effect Global aligned operation model based on ITIL supporting TLG further development with agility and effectiveness Customer focused, performance oriented and continuous improvements enabled global skill base 3

4 Program Priorities and Initiatives Status LSC program initiatives Mission: Our services enable our customers to improve and to focus on their core processes, by giving them the possibility to choose the right balance between cost and customization that fit their and the LEGO Group goals Strategic focus areas Customers Value creation Processes Innovation Employees Multi-functional service desk Complete Service Catalogue Service Level Agreements (SLA) Charge back model Balanced scorecard reporting LEAN tool and method LEAN training Innovation program Build competencies and employee commitment 4

5 Implementation Plan based on the Service Delivery Model Global 24/7 Agreed Solution time Customer Users 3 5 Service Level Management Self Service 4 Service desk Consultants Advisors R&D Corporate functions Performance Management Continuous Improvement LEAN Best practice Service processes ITIL 1 2

6 Challenges Structure the global setup that covers all sites proximity, local legislation, critical mass etc. challenges Transparency around services, SLA s and finance model, i.e. charge back Show and document value add - effectiveness and efficiencies Innovation and continuous improvement processes and effects LEAN in effect Stabilize, institutionalize and optimize the Service Desk in all functional areas Get full buy-in from all our employees and our customers change management Keep the momentum while securing and further developing our daily operation prioritization 6

7 Agenda Intro How Current Status 7

8 Project Start Autumn 2007 Project strategy -We want to user ITIL as a framework -We want to use the experience from the existing IT Service Desk -We want to use the same service management tool (Assyst) as we have used in IT since The existing processes already implemented in IT must not suffer or be impacted 8 Incident Management 8 Problem Management 8 Change and Release Management 8 Configuration Management 8

9 Important statement Find the relevant Incidents and Service Request categories including volume estimate Make Incidents and Service Request and corresponding workflows common sense for our staff! 9

10 ITIL as the framework Organizing for Service Desk - Type of Service Desk - First line, Second line organizing - Service approach - Staffing - Skills - Opening hours - Input channels Incident Management and Request Fulfillment - Starting from the tool perspective and current IT implementation - Good practice - Common sense 10

11 One size fits all? Different Areas Different solutions Different road Same goal 11

12 Service Management tool Assyst 7 Client version - AssystWeb as Service Desk tool except for IT - AssystMobile as tool for craftsman - AssystNet as tool for selfservice including ordering, track and trace, access to knowledge base and registration Phone system 12

13 It is all about People -Involvement -Training sessions -Follow-up -Status meetings -On-site support -Fix issues 13

14 Agenda Intro How Current Status 14

15 Service Desk - Status Achiements Facility Service Desk 1 January 2008 Finance Service Desk 1 March 2008 In-direct Procurement Service Desk 1 April 2008 Multifunctional Service Desk (Enfield) 1 July 2008 Assyst frontend self service Next step HR Service Desk (Billund) ROW Service Desk setup Review service desk setup Develop customer interaction platform Implement further self service 15

16 User satisfaction score Results ,3 Index ,7 83,1 81,4 78, , ,9 88,4 85,485,7 85,5 85,2 IT FAC FIN jan feb mar apr may jun jul aug sep oct nov dec Results 2007 Index ,8 89,1 87,7 87,1 83,2 83,3 86,6 87, ,1 83,7 82,3 IT jan feb mar apr may jun jul aug sep oct nov dec 16

17 Performance on incidents & requests Incidents & requests closed on time 2008 IT (incl. Corporate) FIN FAC 95% 95% 95% 93% 91% 90% 93% 96% 94% 100% 96% 98% 98% 98% 98% 98% 98% 74% 73% 72% 69% 79% 81% 74% 62% 58% jan feb mar apr maj jun jul aug sep okt nov dec jan feb mar apr maj jun jul aug sep okt nov dec jan feb mar apr maj jun jul aug sep okt nov dec Number of incidents & requests closed 2008 IT (incl. Corporate, excl. alerts) FIN FAC jan feb mar apr maj jun jul aug sep okt nov dec 0 jan feb mar apr maj jun jul aug sep okt nov dec 0 jan feb mar apr maj jun jul aug sep okt nov dec 17

18 Performance on incidents & requests Incidents & requests closed on time 2008 Indirect Procurement HR (only US service desk) 100% 99% 95% 100% 100% 99% 97% 95% 96% 93% 43% jan feb mar apr maj jun jul aug sep okt nov dec jan feb mar apr maj jun jul aug sep okt nov dec Number of incidents & requests closed 2008 Indirect Procurement HR (only US service desk) jan feb mar apr maj jun jul aug sep okt nov dec jan feb mar apr maj jun jul aug sep okt nov dec 18

19 Learnings As with any other change high management attention and support is a MUST. Virtually multifunctional is a challenge functional goals needs to be aligned with those of a Service Desk. Persons in the Service Desks are essential, and must be selected carefully. Dedicated ressources seem more successful (and satisfied) than specialists taking shifts. 19

20 Learnings Think about the balance between getting directly to a specialist who can solve the request, and single point of contact for any service question. Think about interfaces.. What is IT and what is Finance? (e.g. question to use of SAP). Also from a users point of view they still don t know who to call or which menu to choose. Culture of users may have impact. American users seem to adapt better to the idea, than the European users. 20

21 Learnings Good experience for the user is the best marketing. They they will call again next time! Balance between incidents and service requests are different from function to funtion this has an impact on relevant KPI s (eg. first call resolution). Focus on positve measurements in the beginning. Don t just re-use measurements from any current service desk. Problem process and Trend Analysis are also relevant in other functional areas than IT. 21

22 Questions and Comments 22