april2007 knowledge mgmt
DESCRIPTION
Debbie Duong and Brent Pliskow, Credit AcceptanceTRANSCRIPT
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© 2006, Credit Acceptance. All rights reserved.
Brent Pliskow, Help Desk Supervisor
Debbie Duong, Help Desk Manager
April 12th, 2007
KCS Implementation at Credit Acceptance
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Today’s Objectives
Overview of KCS (Knowledge-Centered Support)
How we implemented at Credit Acceptance
Future
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Challenges Facing Support
SUPPORTORGANIZATION
IncreasingComplexity
IncreasingDemand
Decreasing Budgets
Rising Costs
Source: Help Desk Institute - Foundations of KCS Course Material
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Background
The Consortium for Service Innovation• Non-profit organization• Board of directors included executives from
Cisco, HP, Microsoft, and Oracle• www.serviceinnovation.org
Self Assessment
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Background
KCS originated in 1992 with a simple premise:• To capture, structure, and Re-use support
knowledge
With 10+ years in development and over $45 million invested
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KCS Methodology
KCS is a methodology and a set of practices and processes that focuses on knowledge as a key asset of the support organization.
KCS seeks to:• Create content as a by-product of solving problems • Evolve content based on demand and usage• Develop a KB of our collective experience to-date• Reward learning, collaboration, sharing and improving
Integrates with ITIL
KCS is not something we doin addition to solving problems…
KCS becomes the way we solve problems
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KCS Double Loop Process
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
Contentvitality
WorkflowEvolve
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The Solve Loop
Capture in the Workflow Structure for Reuse Searching is Creating Just-In-Time Solution Quality
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KCS Double Loop Process
Knowledge
Capture inThe workflow
Structure For reuse
SearchingIs creating
Just-in-timeSolution Quality
SolveLeadership
PerformanceAssessment
Contentvitality
WorkflowEvolve
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The Evolve Loop
Workflow Content Vitality Performance Assessment Leadership
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Benefits
CustomerIncreased confidence in supportImproved response from supportSpeed, accuracy and consistency
Analyst Personal empowerment and recognition
Improved confidenceBroadened expertise
OrganizationImproved effectiveness/efficiencyEvolving resources and expertiseImproved relevance and loyalty
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Roles and Responsibilities
Sponsor Manager Knowledge Developers
• KCS I• KCS II• KCS III
KCS Coach Knowledge Domain Expert KCS Council
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Metrics
Talk Time Hold Time # of Solutions created # of Solutions reused Competency development
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KCS Recommendation
Communication Plan• Top down• Elevator Pitch
Develop answers to objections Resources
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Credit Acceptance Implementation
Why we decided to implement KCS? Background
• CA Help Desk created in 1999• By 2004
4 Help Desk Analyst 1 Help Desk Manager 500 users, 1500 calls per month
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Prior to 2004
Non-centralized documents Out-of-date, incomplete and/or missing
documentation Culture of asking other analysts for information
before conducting research of their own Inability to answer many questions reported by
the user community Inconsistent answers/instructions provided by
Analysts Time spent reworking existing solutions
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Plan
Created Knowledge Administrator position Implemented KCS methodology with Help
Desk in hopes to expand to department Created KCS Strategy Created document templates Created KB in call logging tool Trained Help Desk Created metrics and tied to PR
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Document Template
Process and Procedure Hardware Software
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Documents
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Hardware Template
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Hardware Template
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Hardware Template
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Hardware Template
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Hardware Template
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Hardware Template
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Hardware Template
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Creating a New Call
KB Button
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KB Search Results
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KB Article
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KB Actions
Analysts have the ability to resolve a call with the KB article• Brings over the KB article’s ‘Solution
Description” text into the resolution notes.
Analysts also have the ability to ‘remember’ a KB article.• Quick Reference• Steps leading toward resolution
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Submitting Knowledge
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Maintenance
Submissions to KB are reviewed weekly. Additions can also be entered externally
from a ticket.
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Knowledge Administrator View
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Knowledge Administrator View
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Self-Help (Public View of KB)
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Self-Help (Public View of KB)
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Metrics
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Results
Slight increase in FCR. Increase in Analyst Knowledge. Consistency in responses to customers.
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Lessons Learned
Start with a Top-Down Approach Resource and Budget Limitations vs. Big
Goals/Ideas Enhanced/Improved Tool Communication – Internally and Externally
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Today and the Future
Maintenance mode 10 hours per week Everyone is responsible Integrate with ITIL
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Additional Resources
HDI Knowledge Management Professional
Organizations and Journals• www.serviceinnovation.org
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Questions?