TOC in IT operations

Vaidas Paulauskis, VP for LEAN & Automation

November 2016
Vilnius

Barclays Group Operations Lithuania

strategic branch of the Barclays
Group
technology solutions and a wide
range of services worldwide
Insert image here

contributing to Barclays projects

all over the world

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BGOL in numbers

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What IT is up to?
Robotic process
automation

Self-Help
Operational
excellence
Cloud based
solutions

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Chat bots

Common challenges in IT
Customer satisfaction
IT issue resolution time
Performance
Workload
Quality

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Solution

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Suggested approach

1
Assessing processes,
teams and metrics

Re-aligning
organization

Improving operating
model

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If everybody and everywhere is blaming on the

lack of resources,
maybe it is time to change the strategy and
reduce scope or scale of the operations?

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Organizational adjustments
Incidents

Projects

Incidents

Escalations

Projects

Incidents

Escalations

Incidents

Incidents

Escalations

Incidents

Projects

Before:
Reactive approach
Minimal improvements
Project management
specifics

Typical day

Incidents
Projects
Escalations

CI
Delivery quality
Prevention of complaints

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After:
Increased capacity
Reduced bottleneck
Pro-active approach
Reduced waste
Improved quality

Incident process measurement

1

Team A resolved ticket incident duration 18 hours

Team B 6 h

Team A 12 h

Before:
How many tickets do you have?
What is the age of closed ticket?
Team A is the Problem

Resolution time

2
3

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After:
What are your Lead times?
What is the Bottleneck?
Why tickets return to the same
team?
Team B is the Bottleneck
Team A initiates process review

Operating model 1: Best effort

Pros:
Works well with low volumes
Suitable for small, mature teams

Cons:
Cherry picking
Wasted time to select ticket
Difficult tickets can be put back

Everyone works with everything

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Measurement:
How many tickets not assigned yet?

Operating model 2: Equal split

Pros:
Impression that there is no backlog
Quality check can be embedded
Prioritization decision on individual
(not backlog) level
Cons:
Effort to distribute ticket
Low visibility of current state
Inconsistent performance results in
many mini-backlogs
Distribute all incoming tickets equally

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Measurement:
Who has the most tickets?

Operating model 3: Limit WIP

Pros:
Auto-dispatching with WIP = 8
Better visibility of backlog
Prioritization by importance for
customer

Limit to 8 assigned tickets per person

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Cons:
Difficult tickets returned to backlog
at the end of shift
Not sure if person is working with
tickets or not
Measurement:
How many tickets not assigned yet?
How many tickets being worked on?

Operating model 4: Pull and Specialization

Pros:
Transparency and ownership
Deal with single ticket only
No returns to backlog
No need for wasteful decision making
Platform for gamification

Single ticket at any given time, Pull

when free

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Cons:
Local improvement only single
team out of the whole process
Measurement:
Individual productivity
Team SLAs

Operating model 5: E2E incident management

L2

L3

Close collaboration between all teams

involved in the process

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Pros:
Process level ownership
Cross-training, shift-left
Trending and prevention
Exceptional customer experience
Cons:
Does not scale due to differences
and number of processes
Measurement:
Metrics per process
All teams measured on single SLA

What else weve learned?

Stockholm syndrome is true

People are allergic to red color

Motivated staff is better than well designed process

Importance of Manager role cannot be underestimated

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Thank you!
Questions?