2012 lean kanban france stephen parry sense and respond

All Trade-Marks and ©Copyright 2012 Owned by Lloyd Parry. All Rights Reserved. ©Copyright 2012

TM


Lean Kanban What’s the purpose?

Stephen Parry Author of Sense and Respond @Leanvoices Senior Partner at Lloyd Parry

Twitter: @LeanVoices and Linkedin Blog : www.LeanVoices.com [email protected] www.lloydparry.com

www.slideshare.net/SGParry/presentations

http://www.leanvoices.com/

mailto:[email protected]

http://www.lloydparry.com/

http://www.slideshare.net/SGParry/presentations


Together

Ease

Acceptance Respectful

Excited

Optimistic

Intelligent

Collaborative

Sharing

Learning

Creating

Supportive Growing

Exploring

Nurture

Rational

Encouraged

Achievement

Engaging

Harmony Recognition

Discovering

Motivated

Agreement

Purpose

Knowledge Kind

Thoughtful Integrity

Trust

Passion

Courage

Challenging


Driv

e su

ppor

t ser

vice

s Bu

ild t

rust

with

supp

liers

Capt

ure

Dem

and

Data

Bu

ild t

rust

with

cus

tom

ers

SENSE what matters to customers

DRIVE the service and the strategy

Adapt – Evolve – Inform – Innovate

RESPOND

People 1.

Your clients and their customers

People 2.

Your front-line operation

People 3.

Your support organisation

Sense and Respond Lean is about connecting everyone to customers Extracts from Sense and Respond by Stephen Parry


Improved Customer Experience ?

F1 F2 F4 F3 Fn

S1 S2 S4 S3 Sn

Functional units

Traditional approach: Feasible parts creating an infeasible whole.

Independent solutions designed to meet functional targets and goals.

It’s not unusual to have thirty or more solutions lining up for attention.


The customer/service user challenge: They don’t have time………….they say things like:

Solve my problem completely. Don't waste my time or cause me hassle. Minimise the cost of doing business with you. Provide exactly what I need and deliver value where I need it. Reduce the number of decisions I must make to resolve my problems. Don’t get me to help you; I want you to help me!

Adapted from Lean Solutions: Jim Womack and Dan Jones by Stephen Parry


Question:

What would delivery organisations do if they had to pay for all the operational and service

user time they wasted?

Adapted from Lean Solutions: Jim Womack and Dan Jones by Stephen Parry


Solv

e m

y pr

oble

m

com

plet

ely.

D

on't

was

te m

y tim

e

or c

ause

me

hass

le.

Min

imis

e th

e co

st o

f do

ing

busi

ness

with

you

. Pr

ovid

e ex

actly

wha

t I n

eed,

w

here

I ne

ed it

, whe

n I n

eed

it.

Redu

ce th

e nu

mbe

r of

deci

sion

s I h

ave

to m

ake.

D

on’t

get m

e to

hel

p yo

u;

I wan

t you

to h

elp

me!

Tee Value Stream: Effective provision of service for service users

Service User Business Process

Deliv

ery

Proc

ess

Specify value from the standpoint of the end customer.

Identify all the steps in the value stream eliminating every step and every action and every practice that does not create value.

Make value-creating steps occur in a tight and integrated sequence so the product/service will flow smoothly toward the customer.

Let customers pull value from the next upstream activity.

Pursue Perfection. These steps lead to greater transparency, enabling teams to eliminate further waste


What type of climate do you create for customers, employees, managers and leaders?

Make-and-Sell Organisation Mass Production

Sense and Respond Lean Enterprise

Willing contribution

Transactional and processed

Incentivised contribution

Functional efficiency

Direct and control

Relational and personal

End-to-end effectiveness

Listen and adapt

Company pushes products and services ON-COMMAND Customers and employees are designed out

Customer pulls products and services ON-DEMAND Customers and employees are designed in

Customer/User

experience

Employee motivation

Executive leadership

Support operations

The Behaviours, Measures, Job Design and Purpose are different.


Sense and Respond vs. Make and Sell

CHARACTER OFFERINGS CUSTOMER

EXPERIENCE EMPLOYEE EXPERTISE

IMPROVEMENT RESPONSIBILITY

MANAGEMENT FOCUS

COMPETITIVE BASIS

LEADERSHIP FOCUS

Sense and Respond

Personalised, individual, Bespoke. Unique. Flexible offerings

Customer experience is personal and unique Co-Creation of solution design

Expert Broad knowledge to provide integrated solutions Disciplined experimentation

Front-line experiments and learning

Creativity, expertise, new products and services. Customer outcomes. Problem solving

Trusted advisor and expert Integration Business outcomes

Listen and adapt

Make and Sell Low variety Transactional and processed No customer involvement in solution design

Basic Improvement boards Improvement specialists Suggestion schemes

Employee utilisation, cost reduction, work intensification. Disciplined compliance

Commoditised High Volume Low Margins Economies of scale

Direct and control


Choice

Freedom

Power

Performance is a matter of people having

which is a matter of

with the Performance Measures

Technology

The organisation is a hindrance to both employees and customers.

Designing a better end-to-end ‘System’

to do what matters for customers.

Role Design

Processes and Procedures

Policy


Creates the possibility for developing new services that will satisfy customers or increase production and revenue.

OPPORTUNITY (Innovate)

Originates externally and is usually waste or demand that is created by other organisations, agencies or institutions.

EXTERNAL (Restore and Re-think)

Is defined by ‘Customer Purpose’. Deliver value effectively to customers and efficiently to the organisation. CREATE

(Optimise)

REMEDIAL (Restore and Remove)

Occurs when the organisation delivers unfit products or services. Production is lost, the customer is unhappy, resulting in loss of money, time, and reputation.

CORE Profile: Value definitions


CORE Profile for Global IT end User support (November 2009)


Create

External

Opportunity

Remedial

8%

80%

2%

10%

CORE Profile: ICT support operations Before changing the service.

Source Fujitsu Case Study: Sense and Respond Book Used with kind permission


Create

External

Opportunity

Remedial

50%

33%

12%

5%

CORE Profile: ICT support operations After changing the service.

Source Fujitsu Case Study: Sense and Respond Book Used with kind permission


Fun

ctio

nal

E

nd to

End

No Matters to Customers Yes

You’ll not find many measures in this zone.

‘If you measure your business using averages, don’t be surprised to find

yourself running an average business.’

Purpose

Agent Utilisation

% Incorrectly Categorised

Average Handle Time

First Time

Fix

Mean time to process

by priority level

Calls/ Agent /Day

Average IT Availability

Time

Customer Satisfaction ?

Depends

% Incorrectly assigned

% resolved within Target priority MTP

Av time for 2nd level to respond

Av Time to resolve

% Incidents Re-assigned

% Calls Bypass 1st Line

% of calls that are Service Requests

No. calls without Esc/agent

No. Calls Exceed SLA

Av Time Call Answr

% of Calls Convt to Tickets

What you measure tells everyone what you think


17

What we measure today…staff,

18

IT and application support staff Measurement before and after understanding users.


19

What we feel pain about today….Global Services.

Wrong measures, wrong pain, wrong outcomes.

Service Measures and SLAs. End-user Measures. End User pain points

21

Delivering the bad news or is it good news? to the management.


Averages throw away the data for improvement


Reference Line 140hrs MPT

User Experience – Sample Size SLA Level 4 Priority Medium


Together

Ease


Excited

Optimistic

Intelligent

Collaborative

Sharing

Learning

Creating

Supportive Growing

Exploring

Nurture

Rational

Encouraged

Achievement

Engaging

Harmony Recognition

Discovering

Motivated

Agreement

Purpose

Knowledge Kind


Passion

Courage

Challenging


Pretence, reality and cost: but what’s the benefit?

Pretence Reality Cost

What we say its like What it is really like What it costs us to pretend

Caring for people. Giving people opportunities. We are coping, everything is OK. We are doing a good job. We work as a team. We listen to people.

Working to the numbers. Ticking the boxes. Manipulating the numbers. Back-stabbing. Lying. Covering up. No trust. Blaming. Cheating. Play the game.

Low self-esteem Futility. No fulfilment. Withdrawing. No fun. Loss of honesty Loss of integrity. Loss of repeat business. Customer dissatisfaction. Little or no innovation. Cynicism. Missed opportunities. Fear of being found out.


Authenticity Gap: Making the pretence, reality and cost visible: It’s like telling a mother ‘Your baby is ugly’


New Purpose a new Climate


In this context, ‘respect for people’ means understanding that all people have the ability

to learn and the right to be given opportunities to learn.

Managers helping employees freely choose how they solve

problems displays total respect.

There is a world of difference between helping people to see

and telling them they are blind.

We believe people are capable of learning and taking on additional responsibility, and if you create the right environment, people will

want to learn and will actively seek more responsibility.

Most of all we must trust that people are capable of owning

and solving their own problems with a little bit of help.

From first to last, Respect for People. Extracts from a broadcast by Stephen Parry

Statement Before % After %

Understanding our services allows me to take effective action. 42 100

Understanding the customer improves my commitment. 14 83

Understanding customers helps me make better decisions. 15 95

It is my job to share information with my peers and managers. 0 63

I help my organisation understand what customers value. 0 82

My manager supports my decision when I have customer data. 0 49

The management team is committed to improving the quality of work 17 50

Statement Before % After %

I am involved in decision making. 28 45

I make decisions with the customer in mind. 14 67

My data improves the quality of decision making. 0 83

I can improve processes and methods to serve the customer. 15 65

I use customer data to help managers make better decisions. 17 63

I am confident making decisions with customer data. 13 66

I understand how the whole organisation works for customers. 16 68

Survey: Telco before and after highlights


It’s not about waste, its always been about value.

Customer Purpose Defines Value, Value defines meaningful work All the rest is waste.

There needs to be a clear line of sight between everything we do and customer value.


Together

Ease


Excited

Optimistic

Intelligent

Collaborative

Sharing

Learning

Creating

Supportive Growing

Exploring

Nurture

Rational

Encouraged

Achievement

Engaging

Harmony Recognition

Discovering

Motivated

Agreement

Purpose

Knowledge Kind


Trust

Passion

Courage

Challenging


TM

No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of Service Climate Management Ltd. The information contained herein may be changed without prior notice.

Service Climate Management ® is a registered trade mark of Service Climate Management Ltd.

Customer Value Enterprise ® is a registered trade mark of Service Climate Management Ltd.

Climetrics ® is a registered trade mark of Service Climate Management Ltd.

The Engaging, Learning, Leadings Improvement device is a TM of Service Climate Management. CORE Demand Profile TM is a trademark of Service Climate Management Ltd.

© 2012 Service Climate Management Ltd. All rights reserved

All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. The information in this document is proprietary to Service Climate Management Ltd. No part of this document may be reproduced, copied, or transmitted in any form or for any purpose without the express prior written permission of Service Climate Management Ltd. This document is a preliminary version and not subject to your license agreement or any other agreement with Service Climate Management Ltd. This document contains only intended strategies, developments, models, methods and products and is not intended to be binding upon Service Climate Management to any particular course of business, product strategy, and/or development. Please note that this document is subject to change and may be changed by Service Climate Management Ltd. at any time without notice. Service Climate Management assumes no responsibility for errors or omissions in this document. Service Climate Management Ltd. does not warrant the accuracy or completeness of the information, text, graphics, links, or other items contained within this material. This document is provided without a warranty of any kind, either express or implied, including but not limited to the implied warranties of merchantability, fitness for a particular purpose, or non-infringement. Service Climate Management Ltd. shall have no liability for damages of any kind including without limitation direct, special, indirect, or consequential damages that may result from the use of these materials. This limitation shall not apply in cases of intent or gross negligence. The statutory liability for personal injury and defective products is not affected. Service Climate Management Ltd. has no control over the information that you may access through the use of hot links contained in these materials and does not endorse your use of third-party Web pages nor provide any warranty whatsoever relating to third-party Web pages.

2012 lean kanban france stephen parry sense and respond

Business

lloyd parry twitter

stephen parry sense

respondall trademarks

outall trademarks

wasteall trademarks

tmall trademarks

make value

demand customers