Myths, Lies and Just Plain Wrongs

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Myths, Lies and Just Plain Misperceptions

• The Value of Metrics in Continuous Improvement
• January 16, 2007

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Myths, Lies and Just Plain Misperceptions

• After this presentation, you should understand
• How we use metrics to separate perception from
  reality
• What types of metrics we are looking at
• Why developing metrics is important
• How were using metrics for continuous
  improvement

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Building a Billy Beane Baseball Team

• Moneyball
• Finding the Right Metrics to Measure
• Perception vs. Reality
• Changing a Culture
• Proving it with Numbers
• Not just for Baseball anymore

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Perception vs Reality
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Perception vs Reality
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Who Was Billy Beane, Anyway? (Perception)

• What the Old School Scouts said
• the Good Face
• We were looking at talent
• Hes a five-tool guy (???)
• I never looked at a
• single statistic of Billys
• Billy was signed for
• 125,000 in 1980 out of
• High school by the Mets. . .
• and wouldve been their first
• round draft pick (who was that?)

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What Happened to Billy? (Reality)

• They all missed the clues . . .
• He was still in high school
• His BA went from .500 to .300
• his senior year
• He didnt know how to fail
• He wanted to go to college
• He lasted six years in the majors
• On Base Percentage .246
• The draft has never been anything but a
  crapshoot. We take 50 guys and celebrate if two
  of them make it. In what other business is two
  for 50 a success? If you did that in the stock
  market, youd go broke. Billy Beane

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How Billy Turned Baseball Around

• As General Manager of the Oakland As, he
• Hired a Harvard grad to run the stats
• Looked at college prospects instead of H.S.
• Chose OBP as the key performance indicator
• Determined a guy has to look good on paper, not
  just look good
• On Base Percentage
• Were not selling jeans here. Billy Beane

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Myths, Lies and Just Plain Misperceptions

• What are our customers saying?
• What are 2nd level teams saying?
• How do we separate fact from fiction?
• What metrics will help us get better?

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Myths, Lies and Just Plain Misperceptions(Percept
ion)

• We consistently assign tickets late to 2nd level
  teams
• We have a lot of reopened tickets
• Roll Over No Answer is high we are unavailable
  to our customers
• Tickets assigned gt 5 times are due to
  misassignment
• Is there a problem with unassigned tickets? At
  the desk? 2nd Level?
• Analysts change priorities to extend due date

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Myths, Lies and Just Plain Misperceptions(Reality
)

• Tickets assigned off the Desk after 75 of due
  date
• Approx. 4.72 (632 out of 13,397) - 1st Level
• Approx. 11.24 (85 out of 756) - 2nd Level
• 47 reopened by customer, 29 pending customer
  response, 26 Tech. Service Desk (TSD)
  Opportunity
• Tickets reopened by the customer
• .75 - 1st Level (51,041 Resolved and 382
  reopened)
• 1.63 - 2nd Level (3316 Resolved and 54 reopened)
• RONA (Roll Over No Answer)
• 5
• How are we able to tell this story?

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Myths, Lies and Just Plain Misperceptions(Reality
) Contd

• Tickets assigned 5 or more times
• 109,205 closed YTD
• 254 reassigned 5 or more times (.23)
• 20 are responsibility of the TSD
• Open, overdue, unassigned tickets
• 3 10 tickets per week (7 week of 1/12)
• Percent of tickets w/ priority changes
• 100,237 created YTD
• 8,955 Priority change (8.93)
• 2,682 Priority change after due date (2.32)
• Much more to come
• How are we able to tell this story?

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Step 1 Select the Statistics

• Single Most Important Stat that the Oakland As
  discovered was
• On-Base Percentage (OBP)
• Derek Jeter's OBP ?
• Answer

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Step 2 Develop the Process

• Rules of the game to increase OBP
• Every batter becomes a leadoff man
• Every batter should also hit home runs
• Hitting was less a physical than a mental skill
• Scoring runs, in the new view, was a process that
  was routine.
• Source Moneyball

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TSD-2006 METRICS
Off Track-recovery not possible
On Track-recovery feasible or currently on track,
year end is uncertain
On Track and projected to be on track at year end
Attend Safety Council Meeting Goal 4/4
4/4
Initial Ticket Closed Success 1st Level
Goal 92 (7)
Safety performance of OSHA injury rate of zero
99
0
Initial Ticket Closed Success 2nd Level Goal
92 (7)
Average Speed of Answer Goal 35 sec. (ACD)
98
44 sec.
Mean time to Resolve High/Medium Goal 10/8 (5)
Roll Over no Answer Calls (RONA) Goal lt5 (ACD)
8/8
5
On-time Resolution of Requests Level 1 Goal
92 (3)
of Incident Tickets Resolved at the Service
Desk Goal 67 (6)
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On-time Resolution of Requests Level 2 Goal
92 (3a)
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Tickets Reassigned after 75 of Elapsed Due
Date 1st Level Goal 4 (4)
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Customer Satisfaction 1st Level Goal 96 (1)
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Tickets Reassigned after 75 of Elapsed Due
Date 2nd Level Goal 10 (4)
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Customer Satisfaction 2nd Level Goal 96 (2)
96
2006 Year-End
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Step 1 Select the Statistics Assigned w/in
75 of due date
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Step 1 Select the Statistics Assigned w/in
75 of due date
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Step 1 Select the Statistics Reopened
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Step 1 Select the Statistics Reassigned 5 or
more times
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Step 1 Select the Statistics -Open, Overdue,
Unassigned
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Step 2 Develop the Process

• Identify Metrics
• Develop Initial Reports
• Validate Assumptions
• Test Reports
• Change Reports
• This is an investment of our resources time

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Step 2 Develop the Process contd

• Weekly Continuous Improvement Meeting
• Identify Gaps in Existing Processes
• Assign Ownership for Resolution
• Proactively Look for Trending
• Open, candid forum
• Do It All Over Again!!!
• Make it Routine!

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Step 2 Develop the Process ContdWhere are
we in the process?

• Reports
• Manually run
• Modularly built
• Automated
• Sharing Data/Knowledge
• Solid foundation first
• Show other teams
• Leaders, not followers

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Step 3 Efficiently win games

• Improvements made for us
• Better visibility into overdue, coming due
  tickets
• Better visibility into our queues
• Better visibility into the Dr. House hard cases
• Greater accountability for vendors
• Look at each ticket that was mishandled and
  determine action plan

The Whole Process is designed to help us get
better
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Step 3 Efficiently win games contd

• Improvements made for our customers
• Better availability to our customers w/ focus on
  RONA
• Understanding reopened ticket reasons
• Being an advocate for our customers concerns
• Understanding the relationship between assigned
  late, reassigned, and reopened
• The Whole Process is designed to help us get
  better

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Are we hitting our targets?

• After this presentation, you should understand
• How we use metrics to separate perception from
  reality
• What types of metrics we are looking at
• Why developing metrics is important
• How were using metrics for continuous improvement

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The End