Anju Saxena and Vivek Goel's presention at the European Lean IT Summit 2012. The success story of a service provider which partnered with its client, a global bank, to measurably improve customer satisfaction, quality of service and transparency in operations. 6 months after running a focused Lean project, a value chain of improved, transparent service delivery and 27% productivity savings were recorded. More Lean IT presentations and videos on www.lean-it-summit.com

1. Copyright © Institut Lean France 2012
22 & 23 November, 2012
Paris, France
Fat To Fit
Our Recipe for a Lean IT Service
Anju Saxena
Vivek Goel
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2. Copyright © Institut Lean France 2012
Tata Consultancy Services at a
Glance
43 years in business
8.2 billion US$ in FY11
226,000+ employees
99 nationalities
1000+ clients in,
55 countries
% of revenues from repeat customers
98
-2-

3. Copyright © Institut Lean France 2012
A Major Global Bank Plans
Client Context
TCS selected as a strategic
partner and agrees to a
financial savings of more
than 3 Million EUR
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4. Copyright © Institut Lean France 2012
Story on the Ground?
1 The Chosen Ones
2 The 5-day confidence eroding workshop
3 The “Plan”, and the world is not perfect
4 “LEAN is a waste of our time”
5 The new Avatar
6 100,000,000,000 bytes of data, 22 Tools
7 And never the twain shall meet
8 Building momentum
9 A promising start
10 Lasting Change
11 The Journey
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5. Copyright © Institut Lean France 2012
1 The Chosen Ones
“Lean for us!!!!! Ha
Ha......we are already I am
optimized and others TB.LRC.IT.LD@GG4&GG5??
should follow us.” Huh??????
TCS Service Delivery Manager Someone from TCS Process Team
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2 The 5-day confidence eroding
workshop
• Capture voice of • Define the Project
customer Charter
• Define the problem • Obtain client
statement stakeholder
approval
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3 The “Plan” Sustainability
Sep 2011
(15 weeks)
• Monitor and Track KPI’s
Jul 2011 • Sustain enthusiasm
Develop & • Lean Champions
Deliver
• Knowledge Transfer
• Select and run pilot
• Track and evaluate pilot results
Jun 2011
• Roll-out full solution
Design
• Setup the Performance Dashboard
• Define Future state
May 2011
• Design To-be process maps
Define and • Define new roles & responsibilities
Diagnose • Write the tactical implementation plan
• Define Problem • Assess costs and benefits
Statement
• Identify opportunities
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8. Copyright © Institut Lean France 2012
The Project Charter Resource Plan
(% time
Problem Statement Scope commitment)
Challenges in delivering quality service and • Incident Management, Problem Role %
meeting user expectations. because of Management, Service Request
Fulfilment and Knowledge Sponsor 15
• Lack of adherence to processes
Management supporting 3 Business
• Dysfunctional processes Process
15
Processes
• Unclear roles and responsibilities within the value • 2 offices in India
Owner
chain • 89 FTE Coach 40
• Operational challenges in delivery of services Navigator 25
• Lack of necessary skills and knowledge to deliver Out of Scope
TCS
services • Level 1 and Level 3 Processes (but 100
Designate
include handoff‟s to / from them)
Project Objectives
• Applications which are being on- TCS
15-40
Deliver improved efficiencies in the process boarded during the project SMEs
through knowledge management, clear roles and
responsibilities , removing waste and increasing Measures of Success Baseline Target
transparency in the process CSI (Ticket Quality) 70% 95%
Improve quality through increased first time Backlog of tickets 270+ 50
resolution and quality of response
End-user turn around time 7 days 2 days
Build capable people through better trainings, KTs
and handovers Productivity (Per FTE/ Ticket) 2.6 5
Knowledge Article Usage 20% 50%
Team Morale 90%
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... And the world is not perfect
• Great ambition
• Many plans
• Good start
• Good people
BUT challenges such as
• Time commitment
• Some stakeholders not aligned
• .....and resistance to Change
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4 Lean is a Waste of our Time
Ah… just another initiative. There is
NO need to take it seriously. It will
die down on its own within few days.
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5 The new Avatar: Madame Lean
She will go
away too
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12. Copyright © Institut Lean France 2012
6 100,000,000,000 bytes of data,
22 Lean tools
• Analyse the Voice of Customer and pain points Hmmm not fit
• Capture current and future state process tools?!?
• Analyse Value Will refine.
• Capture cycle time
• Analyse tickets, level of resolution, call back volume
• Analyse demand-capacity alignment
• Study team skills and variation
• Analyse “Day in the Life Of” an Engineer
• Analyse reports, meetings and KPIs
• Study span of Control
• Study interfaces with L3
• Run focus group sessions
• Identify Waste
• Establish KPI baseline(s)
• Estimate potential process improvement impact
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13. Copyright © Institut Lean France 2012
...Some Results
Day-In-the-Life-Of L2
Incident 27% 3% 2%
Service Request ENVA
NVA
Monitor 20% Overhead
VA
Knowledge
Management
Planning
Report 4%
Improvement
Email / Phone 7% 3%
Meeting 6%
Waiting
Miscellaneous 21%
0% 10% 20% 30%
20.00
Demand Cpacity
Demand Capacity
15.00
Hours
10.00
5.00
0.00
00:0002:3005:0007:3010:0012:3015:0017:3020:0022:30
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14. Copyright © Institut Lean France 2012
7 And never the Twain shall meet
• Diagnosis or Mis-
Diagnosis?
• Negate or
Negotiate
solutions?
• Agree and
disagree future • Build bridges and dam the
state & targets resistance
• Identify Pilot owners and
Pilot solutions
• Refine cost/benefit analysis
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8 Building momentum
 Continual
Improvement
ITPM
People

Section Performance:
Operational
KPIs
L2
Performance
Team Morale Trends
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16. Copyright © Institut Lean France 2012
9 A Promising Start (as on Sep
2011)
1 2 3 4 5
New Operating Knowledge and Fixed Tasks Production Out of Scope
Model Performance Governance Management
Management Interface
FTE
Benefit
(24 11.61
FTE) 6.00 5.99
0.34
(3) (4)
(6)
Pain
Points
(55) (20)
(22)
Though #4 yields only 0.34 FTE
it resolves 40 % of Pain
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10 Lasting Change:
(Transformation in 12 Months)
Jan 2011 Jan 2012
• Response & Resolution
time improved from 25 to
10 minutes
• Resolution of incidents
using KA improved from
20% to 63%
• Backlog of Service
reduced by 30%
• 69% reduction of the
escalation by the Bank
55% Productivity achieved &
target financial savings in
operational costs exceeded
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18. Copyright © Institut Lean France 2012
...Other Changes
• High focus on KM and Skill development:
 A cross-functional team: Have balanced skills to meet demand with focus on cross
training/knowledge transfer
 Track trainings and cross-skilling diligently
• Improving performance
 Backlog reduction: From 270+ to 10 tickets
 Reduction in turn around time . End user resolution: 7 days to 1.5 days
 High Team Morale
 Improved productivity per engineer – through targets and tracking against these
 Standard Operating Procedures and One Best Way implemented
 Daily Shift Huddles
• Culture of Innovation and Improvement
 Demand Capacity analysis is done monthly and has helped create a dynamic rota system.
 Huddles: 100 concerns raised; all closed but 3
 Over 200 successes recorded and shared
 Continuous Service Improvement culture. Team has embraced Lean; everyone thinks „How
can I remove waste‟!
• Several trained Lean Designates now acting as Lean Champions
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11 The Journey
Benefit
Enthusiasm
Time
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20. Copyright © Institut Lean France 2012
Thank you
Anju Saxena
anju.saxena@tcs.com
Principal Consultant
Global Consulting Practice
TCS
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