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The Quest for Service Management Excellence - Tradeteam’s Experience. 14th December 2004 Jim Davies - Tradeteam IS Support Services Manager, and Chairman it SMF Midlands & East Anglia Regional Group. Agenda. Introduction to Tradeteam Tradeteam IS Organisation Progress made Next Steps

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The quest for service management excellence tradeteam s experience

The Quest for Service Management Excellence - Tradeteam’s Experience

14th December 2004

Jim Davies - Tradeteam IS Support Services Manager, and

Chairman itSMF Midlands & East Anglia Regional Group

Jim Davies


The quest for service management excellence tradeteam s experience

Jim Davies


Agenda

Agenda

  • Introduction to Tradeteam

  • Tradeteam IS Organisation

  • Progress made

  • Next Steps

  • Problems, lessons and thoughts

Jim Davies


Tradeteam spanning the supply chain

Tradeteam - Spanning the Supply Chain

Telesales

Customer Service

On-Trade

Replenishment

Inbound

Off-Trade

Serving both Brewer and Retailer

Jim Davies


The quest for service management excellence tradeteam s experience

Nine Years

From - 1995

In-house Activity

  • Bass Contract

  • Huge Change Programme

  • IR Agenda

  • Service Issues

To - 2004

Commercial Enterprise

  • Multiple customers

  • Continual Improvement

  • ER Agenda

  • Service Culture

Jim Davies


The quest for service management excellence tradeteam s experience

A Multi-Customer Business

Jim Davies


Step change

Step Change

  • IUK decision June 2002 to outsource all secondary distribution to Tradeteam

  • Transfer of entire IUK secondary network on 25 November 2002

  • The combined network had:

    • over 3,500 employees

    • 57 operating locations

    • around 13 million barrels per annum to deliver

    • over 50,000 deliveries a week to make

Jim Davies


The quest for service management excellence tradeteam s experience

Aberdeen

Inverness

Map

Dundee

Glasgow

Oban

Edinburgh

Hebburn

Dumfries

990 vehicles

Workington

Teesside

Tadcaster

Hull

Blackburn

Leeds

Knowsley

Sheffield

Tinsley

Huyton

Grimsby

Sleaford

Abergele

Norwich

Burton

Stretton & NDC

Stoke

St Ives

Wolve’n

Hams Hall

Aberystwyth

Dunstable (BR & EA)

Ebbw Vale

Enfield

Gloucester

Elm. Mkt

Oxford

Narberth

Swansea

Bristol

Strood

Salfords

Lancing

Totton

Exeter

Newquay

Newport

Tradeteam Today

48 sites

3,200 people

  • Circa 50,000 deliveries per week

  • 13 million barrels per annum

Jim Davies


Major projects

Major Projects

Project MERCURY - Integration of ex-IUK Logistics organisation into ‘Classic’ Tradeteam.

Project MOSAIC - Implementation of a Warehouse Management System (OBS’s “Calidus-e”).

Desktop Refresh- Replace existing ‘NT’ estate with ‘XP’ workstations, Windows 2003 server and Active Directory.

Jim Davies


The quest for service management excellence tradeteam s experience

Tradeteam Information Systems

Jim Davies


Configuration overview

Order Mgt

(TOPL)

Order Mgt

(TIDAL)

Order Mgt

(DDMS)

Configuration Overview

Warehouse Management System

Other Services

Depot

Depot

Depot

Depot

Jim Davies


Size of configuration

Size of Configuration

  • Coors Brewers and IUK provide I-series-based applications.

  • Standard operating environment.

  • Closely locked-down workstations.

Jim Davies


Tradeteam is organisation

Tradeteam IS Organisation

IS Director

Support Services

Manager

Technical Support

Manager

Projects &

Systems Dev Mgr

AS400

Senior Project

Manager

Senior Project

Manager

Support

Analyst

Support

Analyst

Support

Analyst

Change &

Config Mgr

Unix

Implementation teams

Implementation teams

Snr Support

Assistant

Support

Assistant

Desktop

Voice

Jim Davies


The support model

The Support Model

User

SERVICE

DESK

Tradeteam

Resolver

Group

Second

Line

First Line

Backdesk

Third Parties

BT

Digica

Capgemini

Coors

IUK

Exel

etc

Field Engineers

Jim Davies


History

History

  • 1 Jan 96- Legacy support from Bass Brewers

  • 1 Jan 98- Outsource Contract with Computacenter Starts

  • 4 Jan 99- Support Services Manager

    and first Support Analyst appointed

  • 1 Apr 99- Migration starts to new managed data network

    andnew desktop

  • 16 Sep 99- JD attends itSMF Seminar

  • 31 Dec 99- Completion of separation from Bass Brewers

  • 25 Nov 02- IUK integration starts

  • 1 May 04 - WMS rollout starts

  • 31 Jul 04- IUK integration completed

Jim Davies


So what had we got by january 2000

So, what had we got by January 2000?

  • Comprehensive support contract

  • Change management

  • Change management tool

  • Contracts with service levels

  • Internal SLA (‘Service Charter’)

  • Suite of performance reports

  • Asset list

  • Set of procedures

  • Service Management resources

  • An embryonic ‘Service Culture’

...but what about

quality?

Jim Davies


What sort of star rating did they merit

What sort of star rating did they merit?

  • Comprehensive support contract 

  • Change management 

  • Change management tool 

  • Contracts with service levels 

  • Internal SLA (‘Service Charter’) 

  • Suite of performance reports

  • Asset list

  • Set of procedures

  • Service Management resources 

  • A ‘Service Culture’ 

Jim Davies


So what did we decide to do

So, what did we decide to do?

  • Take control of the asset list

  • Develop a CMDB with a tool and procedures

  • Find out what we’ve got on hardware, software and people

  • Review and revise the performance reports

  • Develop a Service Catalogue

  • Develop on-line procedures database

  • Communicate (visits, newsletters, e-mails)

  • Acquire software tools to enhance limited personnel resources

  • Nurture the ‘Service Culture’!

Jim Davies


And where are we today

And where are we today?

  • Comprehensive support contract   

  • Change management 

  • Change management tool 

  • Contracts with service levels 

  • Internal SLA (‘Service Charter’) 

  • Suite of performance reports  

  • CMDB 

  • Service Catalogue 

  • Policies & Procedures Database 

  • Service Management resources 

  • A ‘Service Culture’ 

Jim Davies


Now what do we still need to do

Now, what do we still need to do?

  • Keep focus on supporting the business and its projects.

  • Maintain the progress achieved so far.

  • Further develop and maintain the Service Catalogue.

  • Develop and maintain the Policies and Procedures database.

  • Exploit performance reports for problem management.

  • Identify and implement the best integrated Service Management tool for our purposes.

  • Keep nurturing that ‘Service Culture’.

Jim Davies


Our approach

Our approach:

  • Train staff in fundamentals of ITIL best practice.

  • Become involved with itSMF and benefit from shared experiences.

  • Agree the order of priorities.

  • Break the progress plan down into simple steps.

  • Make best use of existing tools.

  • Feed off Exel plc wherever advantageous.

  • Engage external consultancy only where necessary.

  • Be satisfied by steady progress at sustainable speed.

Jim Davies


Problems

Problems:

  • Obtaining resources

    • overriding demands of day-by-day support/fire-fighting

    • not as glamorous as business projects

    • difficult to cost-justify

  • How to demonstrate progress in a business context that is constantly changing in size, shape and content.

  • Getting users to participate.

  • Getting those in IS not directly involved with service to understand that they have a vital role too.

Jim Davies


Lessons and thoughts

Lessons and thoughts:

  • ITIL is a compendium of best practice - it is not a method or methodology, nor is it a standard.

  • ITIL is organised common-sense - it may be surprising how well-aligned you already are - linking your processes together and making improvements may result in quick wins.

  • The activities covered by the ITIL processes will happen whether we want them to or not - ITIL helps us manage them.

  • It is a process of continual improvement - obtaining the ultimate objective can be achieved only by numerous small steps.

Jim Davies


More lessons and thoughts

More lessons and thoughts:

  • Following ITIL principles is a flexible approach - but be careful not to be so flexible in applying them as lose touch with those principles.

  • Whatever the service levels and the service performance, if the users’ opinion is that the service is bad, it is bad:

    • consider reviewing service levels and/or re-setting users’ expectations.

  • Users may not automatically share the vision.

Jim Davies


Some final lessons and thoughts

Some final lessons and thoughts:

  • Start capturing accurate performance data as soon as possible - it will help measure progress later on.

  • The Service Catalogue is an extremely useful reference - even if your users don’t appear to read it much.

  • Project resources can be translated into ongoing service management resources.

Jim Davies


The quest for service management excellence tradeteam s experience

for

Planning to Implement Service Management

ITIL

Best Practice

Jim Davies


Molte grazie any questions

molte grazieAny questions?

Jim Davies

Chairman itSMF Midlands and East Anglia Regional Group

IS Support Services Manager - Tradeteam Limited

Jim Davies


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