{"id":64870,"date":"2021-09-20T10:37:00","date_gmt":"2021-09-20T10:37:00","guid":{"rendered":"https:\/\/kepner-tregoe.com\/about\/client-success-stories\/transforming-problem-management\/"},"modified":"2021-09-20T10:37:00","modified_gmt":"2021-09-20T10:37:00","slug":"transforming-problem-management","status":"publish","type":"client-success-story","link":"https:\/\/kepner-tregoe.com\/de\/about\/client-success-stories\/transforming-problem-management\/","title":{"rendered":"Problem Management transformieren"},"content":{"rendered":"<h2><\/h2>\n<h2><\/h2>\n<h3>Kunde<\/h3>\n<p>Das globale Problem-Management-Team der Division Group Technology and Operations (GTO) einer gro\u00dfen deutschen Bank \u2013 zust\u00e4ndig f\u00fcr IT-Infrastruktur sowie Anwendungs-Support.<\/p>\n<h3>Herausforderung<\/h3>\n<p>Nach der Einrichtung eines globalen Problem-Management-Teams im Jahr 2010 wollte GTO den Problemprozess standardisieren, da die von Problem Managern in Root-Cause-Analysis-(RCA-)Sitzungen verwendeten Ans\u00e4tze uneinheitlich waren. Es gab keine gemeinsame Struktur oder kein einheitliches Format f\u00fcr RCA, was zu Unklarheiten \u00fcber die Art des Problems und die Ziele f\u00fchrte. <\/p>\n<h3>L\u00f6sung<\/h3>\n<p>Kepner-Tregoe (KT) arbeitete mit GTO und dem Problem-Management-Team zusammen, um ein Programm zu konzipieren und umzusetzen, das die Effizienz und Wirksamkeit des Problem Managements transformiert. Mithilfe von Value Stream Mapping identifizierten KT und das Problem-Management-Team Engp\u00e4sse in der Phase der Erstuntersuchung und der Korrekturma\u00dfnahmen, die wertvolle Zeit beanspruchten. Das Programm konzentrierte sich zun\u00e4chst darauf, die Effizienz des Problem-Management-Prozesses zu steigern, indem ein LEAN-Ansatz genutzt wurde, um Verschwendung zu eliminieren, Redundanzen zu reduzieren und den Prozess zu automatisieren. Es wurde eine Support-Rolle als Problem Analyst geschaffen, um die zahlreichen Support-Funktionen zu \u00fcbernehmen, die zuvor von Problem Managern erledigt wurden.   <\/p>\n<blockquote><p>Serviceanfragen werden nun mit maximaler Effizienz von einem Engineer zum n\u00e4chsten weitergegeben, und die Engineers verf\u00fcgen \u00fcber einen systematischen Prozess, um selbst die schwierigsten Probleme zu l\u00f6sen. \u2014Leiter Customer Support, IT <\/p><\/blockquote>\n<p>Der letzte Teil der Transformation befasste sich mit der Qualit\u00e4t der Problemuntersuchungen, indem KT Clear Thinking-Prozesse zur Untersuchung von Problemen eingef\u00fchrt wurden. Der strukturierte KT-Ansatz sorgte bei GTO und seinen Kunden f\u00fcr Konsistenz sowie f\u00fcr Klarheit bei der Zielsetzung und der Durchf\u00fchrung der Root Cause Analysis. Ein wesentlicher Bestandteil der Verbesserung der Problemuntersuchungen war die Entwicklung eines Plug-ins f\u00fcr ServiceNow, das die KT-Prozesse im ServiceNow-Support-Tool f\u00fcr Problem Management abbildete.  <\/p>\n<blockquote><p>Wir konnten Kundenprobleme in der H\u00e4lfte der Zeit l\u00f6sen, wenn wir den KT-Prozess eingesetzt haben. \u2014Global Program Manager und Six Sigma Black Belt, Hardware-\/Software-Computerunternehmen <\/p>\n<p>Mein Backlog wurde um \u00fcber 65 % reduziert. Ich kann mehr Zeit f\u00fcr andere Kundenanliegen aufwenden. \u2014Customer Support Engineer  <\/p><\/blockquote>\n<h3>Ergebnisse<\/h3>\n<p>Das Transformationsprogramm reduzierte die Anzahl der eingehenden Incidents im ersten Jahr um 60 % und im darauffolgenden Jahr um 55 %. Au\u00dferdem gewann es 2011 den Pink Elephant ITIL Project of the Year Award. <\/p>\n<p>Problem Manager waren nun bestimmten Gesch\u00e4ftsbereichen zugeordnet, wodurch sie ein breiteres Verst\u00e4ndnis der Technologie und Anwendungen erhielten. GTO verbesserte die \u00fcbergreifende Governance des Problem-Management-Prozesses, mit Fokus auf Qualit\u00e4t, Verz\u00f6gerungen und Konsistenz, und die Problem Manager \u2013 nun in Kepner-Tregoe Problem Management geschult \u2013 verf\u00fcgten \u00fcber eine Grundlage f\u00fcr eine konsistente, evidenzbasierte Problemanalyse. <\/p>\n<h3>Erfolge<\/h3>\n<ul>\n<li>40 % Reduzierung der durchschnittlichen Zeit zur Probleml\u00f6sung<\/li>\n<li>39 % Verbesserung der Gesamtproduktivit\u00e4t der Problem Manager<\/li>\n<li>55 % Reduzierung der durchschnittlichen L\u00e4nge eines Problem-Records<\/li>\n<li>59 % Reduzierung des gesamten Backlogs \u00fcberf\u00e4lliger Aufgaben<\/li>\n<\/ul>\n","protected":false},"author":8,"featured_media":6570,"template":"","client-success-story-category":[305,307],"class_list":["post-64870","client-success-story","type-client-success-story","status-publish","has-post-thumbnail","hentry","client-success-story-category-finanzdienstleistungen","client-success-story-category-it-kommunikation"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v27.7 (Yoast SEO v27.7) - 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