recipe for a lean it service by tata consultancy services - european lean it summit

Implementing Lean: A personal story of a non-Lean

Fat To FitOur Recipe for a Lean IT ServiceAnju SaxenaVivek Goel1

Copyright Institut Lean France 201222 & 23 November, 2012Paris, France

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Tata Consultancy Services at a Glance- 2 -438.2billion US$ in FY11226,000+991000+55clients in, countries98% of revenues from repeat customersyears in business

employees nationalities

Copyright Institut Lean France 2012

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A Major Global Bank PlansClient ContextA major Global Bank undertakes a transformation program to reduce the complexity of IT services to usersTakes a key decision to consolidate the vendors within Production Management spaceTargetStandardization of Services across applications and portfolios to achieve Delivery Improvements Improved User satisfactionCulture of continual improvementCost SavingsPlanThe Bank selects two strategic partners Identifies Lean as the tool to realise benefitsTCS selected as a strategic partner and agrees to a financial savings of more than 3 Million EUR3


Story on the Ground?1 The Chosen Ones2The 5-day confidence eroding workshop3The Plan, and the world is not perfectLEAN is a waste of our time5The new Avatar6100,000,000,000 bytes of data, 22 Tools7And never the twain shall meet8 Building momentumA promising startLasting Change The Journey

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1 The Chosen Ones

I am TB.LRC.IT.LD@GG4&GG5??Huh??????Someone from TCS Process Team

TCS Service Delivery ManagerLean for us!!!!! Ha Ha......we are already optimized and others should follow us.5


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Capture voice of customerDefine the problem statement2 The 5-day confidence eroding workshop

Define the Project CharterObtain client stakeholder approval6


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3 The Plan

Monitor and Track KPIsSustain enthusiasmLean ChampionsKnowledge TransferSelect and run pilotTrack and evaluate pilot resultsRoll-out full solutionSetup the Performance DashboardDefine Future stateDesign To-be process mapsDefine new roles & responsibilitiesWrite the tactical implementation plan Assess costs and benefitsDefine and DiagnoseDesignDevelop & DeliverSustainability (15 weeks)May 2011Sep 2011Jun 2011Jul 2011Define Problem StatementIdentify opportunities7


Measures of SuccessBaselineTargetCSI (Ticket Quality)70%95%Backlog of tickets270+50End-user turn around time7 days2 daysProductivity (Per FTE/ Ticket)2.65Knowledge Article Usage20%50%Team Morale90%

Problem StatementChallenges in delivering quality service and meeting user expectations. because of Lack of adherence to processes Dysfunctional processesUnclear roles and responsibilities within the value chainOperational challenges in delivery of servicesLack of necessary skills and knowledge to deliver servicesProject ObjectivesDeliver improved efficiencies in the process through knowledge management, clear roles and responsibilities , removing waste and increasing transparency in the processImprove quality through increased first time resolution and quality of responseBuild capable people through better trainings, KTs and handovers

Resource Plan (% time commitment)Role%Sponsor15Process Owner15Coach40Navigator25TCS Designate100TCS SMEs15-40

Scope Incident Management, Problem Management, Service Request Fulfilment and Knowledge Management supporting 3 Business Processes2 offices in India89 FTEOut of ScopeLevel 1 and Level 3 Processes (but include handoffs to / from them)Applications which are being on-boarded during the project

The Project Charter8


Great ambition Many plansGood startGood peopleBUT challenges such as Time commitmentSome stakeholders not aligned.....and resistance to Change... And the world is not perfect9


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Ah just another initiative. There is NO need to take it seriously. It will die down on its own within few days.4 Lean is a Waste of our Time

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5 The new Avatar: Madame Lean

She will go away too11


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6 100,000,000,000 bytes of data, 22 Lean toolsAnalyse the Voice of Customer and pain pointsCapture current and future state processAnalyse Value Capture cycle timeAnalyse tickets, level of resolution, call back volumeAnalyse demand-capacity alignmentStudy team skills and variationAnalyse Day in the Life Of an EngineerAnalyse reports, meetings and KPIsStudy span of ControlStudy interfaces with L3Run focus group sessionsIdentify WasteEstablish KPI baseline(s)Estimate potential process improvement impact

Hmmm not fit tools?!? Will refine.12


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...Some Results

13Demand Capacity


7 And never the Twain shall meet

Diagnosis or Mis-Diagnosis?Negate or Negotiate solutions?Agree and disagree future state & targets

Build bridges and dam the resistanceIdentify Pilot owners and Pilot solutionsRefine cost/benefit analysis14


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8 Building momentumITPML2

Continual ImprovementPerformance: Operational KPIsPeople SectionTeam MoralePerformance Trends

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15Identify solutionsDefine future state and establish operational targetsBuild bridgesEstablish buy-in from impacted stakeholdersDefine roles & responsibilities and required skill setsEstablish communications plan and targeted mindsets & behaviorsRefine cost/benefit analysisPilot solutionsTrack and evaluate pilot results

Though #4 yields only 0.34 FTE it resolves 40 % of Pain9 A Promising Start (as on Sep 2011)16


10 Lasting Change: (Transformation in 12 Months)Jan 2011

Jan 2012

Response & Resolution time improved from 25 to 10 minutesResolution of incidents using KA improved from 20% to 63%Backlog of Service reduced by 30%69% reduction of the escalation by the Bank55% Productivity achieved & target financial savings in operational costs exceeded17


High focus on KM and Skill development:A cross-functional team: Have balanced skills to meet demand with focus on cross training/knowledge transferTrack trainings and cross-skilling diligentlyImproving performanceBacklog reduction: From 270+ to 10 ticketsReduction in turn around time . End user resolution: 7 days to 1.5 daysHigh Team MoraleImproved productivity per engineer through targets and tracking against theseStandard Operating Procedures and One Best Way implementedDaily Shift HuddlesCulture of Innovation and ImprovementDemand Capacity analysis is done monthly and has helped create a dynamic rota system. Huddles: 100 concerns raised; all closed but 3Over 200 successes recorded and sharedContinuous Service Improvement culture. Team has embraced Lean; everyone thinks How can I remove waste!Several trained Lean Designates now acting as Lean Champions

...Other Changes18


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11 The JourneyOh No!!! Huddles and other changes are here to stay !We are adding NVA with all your new stuffThis is too much. If I do Lean, when will I work?Lets try and pilotHuddles bring in visibility, feel engaged and heardLEAN? Just another fad, will passIs the Bank committed?Benefits have been noticed BUT we should minimize effort for LeanHavent looked back since we embraced Lean19


Its interesting that the enthusiasm curve follows the Kbler-Ross curveElizabeth Kbler-Ross found that people react according to a specific pattern. There are two dimensions involved: time and moods. Over time, one sees changes in mood, and the available energy diminishes and increases.Denial, Anger, Negotiation, Dip, Exploring Possibilities, Integration22/11/201219

Thank youAnju [email protected] ConsultantGlobal Consulting PracticeTCS

Vivek [email protected] ManagerBanking and Financial ServicesTCS20


recipe for a lean it service by tata consultancy services - european lean it summit

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