TEK TALK NEWSLETTER, QUARTER 1 Issue 4 3

TEKtalk Newsletter

April 2015

WHAT’S HAPPENING ON THE TEKSYSTEMS BOEING ACCOUNT IN THIS ISSUE

As mentioned in the last TEKtalk we had been working on revamping the COE program. Most of our activities are going to be happening on-site to create more team involvement. We’ve introduced our first set of employees being recognized in this edition of TEKtalk. At the end of April we will recognize our employee of the month and going forward each month thereafter. COE meetings are still being held the 1st and 3rd Wednesday of each month and I would love for more individual’s to join and provide their ideas. In our next addition of TEKtalk, we will be reporting on our first full year of providing managed services to Boeing. We didn’t receive any peer-to-peer awards for the quarter and have one so far for quarter two. Let’s recognize our co-workers!!!

Customer Service Day:

In wanting to better show our gratitude towards our analyst and bring more excitement to the Champions of Excellence program, we started Customer Service Days for every month to culminate with our Customer Service Week in October. We sent out flyers kicking off our Customer Service Days on 11 March, 2015 with a St. Patrick’s Day themed chair decorating contest, a “Search and Find” contest (which was devised of finding gold wrapped

chocolate pieces strategically placed in each statement of work area) while

letting our analyst enjoy breakfast we had brought in from Lil’ Johns. Although our late night shifts didn’t get to enjoy the festivities, we brought them pizza so

that they knew they weren’t forgotten.

This event provided our analyst and leaders an opportunity to meet other analyst and leaders from other statements of work and our customer. It built more cohesiveness while giving opportunities for dialogue between TEKsystems and our customer in a more relaxed or just different setting. In general, the feedback received was great and we look forward to future Customer Service Days. Speaking of, the next one is right around the corner on April 8th! A continental breakfast will be provided on April 21st, so bring your appetites.

Champions of Excellence By: Stacy Montgomery

TEKTALK NEWSLETTER | Issue 4 2

Cassidy Waugh’s primary job is Operator Services, but in between calls she works with C-IMACD to help ensure SLA’s are met.

Therese McGee Therese has been with the C-IMACD team for about a year and a half. When it comes to Therese’s performance, she is always on the ball. Each month her metrics, quality and attendance are either meeting or exceeding expectations. This was again the case again for quarter one. In addition to Therese’s performance, she maintains open communication with both her co-workers and supervisor. Therese has a wonderful sense of humor and is a pleasure to have on the team.

Corey Smith Corey is the primary operations focal for the LOBAS contract that TEKsystems has with Boeing and wears several hats, sometimes several at a time, and each one has its own responsibilities. He is also responsible for intraday reporting to not just the contract manager, but also to Boeing leadership about the current heartbeat of the operation and any problems that are happening and the steps being taken to handle them. Corey is always ready to help, keeps a smile on his face good, bad, or indifferent. He’s a consummate professional.

U

U

Universal agents are extremely helpful to our program. They are cross trained in more than one group’s workload and are able to jump in and assist as needed. Currently we have three individuals who have been or are being cross trained to assist with the C-IMACD team. Cassidy Waugh, Matt Burt, and Jeremy Kwong are currently the three universal agents working with C-IMACD, LOBAS, and Operator Services in some fashion or another. This assistance has helped with ensuring SLA’s are met or exceeded over time.

Jeremy works between LOBAS and CIMACD, he monitors and dynamically adjust his job role to ensure both teams meet their workload requirements. On a daily basis he processes tasks from both teams to make sure work continues to move forward with minimal interruption.

TEKTALK NEWSLETTER | Issue 4 3

The Healthy Organization

A healthy organization is one that has all but eliminated politics and confusion from its environment. As a result, productivity and morale soar, and good people almost never leave. For those leaders who are a bit skeptical, rest assured that none of this is touchy-feely or soft. It is as tangible and practical as anything else a business does, and even more important.

But the biggest reason that organizational health remains untapped is that it requires courage. Leaders must be willing to confront themselves, their peers, and the dysfunction within their organization with an uncommon level of honesty and persistence. They must be prepared to walk straight into uncomfortable situations and address issues that prevent them from realizing the potential that eludes them.

The Four Disciplines

What exactly does an organization have to do to get healthy? There are four

simple – but again, difficult – steps. They

include:

1. Build a Cohesive Leadership

Team –

The first is all about getting the leaders of the organization to behave in a functional, cohesive way. If the people responsible for running an organization, whether that organization is a corporation, a department within that corporation, a start-up company, a restaurant, a school or a church, are behaving in dysfunctional ways, then that dysfunction will cascade into the rest of the organization and prevent organizational health. And yes, there are concrete steps a leadership team can

take to prevent this.

2. Create Clarity

The second step for building a healthy organization is ensuring that the members of that leadership team are intellectually aligned around six simple but critical questions. Leaders need to be clear on topics such as why the organization exists to what its most important priority is for the next few months, leaders must eliminate any gaps that may exist between them, so that people one, two or three levels below have complete clarity about

what they should do to make the

organization successful.

3. Over-Communicate Clarity –

Only after these first two steps are in process (behavioral and intellectual alignment), can an organization undertake the third step: over-communicating the answers to the six questions. Leaders of a healthy organization constantly – and I mean constantly – repeat themselves and reinforce what is true and important. They always err on the side of saying too much, rather than too little. This quality alone sets leaders of healthy organizations apart from others.

4. Reinforce Clarity –

Finally, in addition to over-communicating, leaders must ensure that the answers to the six critical questions are reinforced repeatedly using simple human systems. That means any process that involves people, from hiring and firing to performance management and decision-making, is designed in a custom way to intentionally support and emphasize the uniqueness of the organization. In addition to these four steps, it is essential that a healthy organization get better at the one activity that underpins everything it does: Meetings!

Yes, meetings. Without making a few simple but fundamental changes to the way meetings happen, a healthy organization will struggle to maintain what it has worked hard to build.

Organizational

Health By: Jeff Augustino

The overall purpose of “The Advantage” is to build and embrace cohesive teams. When we collaborate these fundamentals, we cross roadblocks/barriers and strengthen our relationships. It’s a shift left to the culture change, and drives open communication. Understanding and use of the four outlined disciplines will enhance our ability to achieve results.

TEKTALK NEWSLETTER | Issue 4 4

Statement of work MVP

Did you know…?

LOBAS

LOBAS is Level 1 and Level 2 helpdesk

support of manufacturing, engineering,

flight test operations, and aftercare

market for Boeing Commercial Airplanes

(BCA) business unit, partners, suppliers

and Airline Customers.

Out-of-scope elements include Level 3

and 4 support, Desktop Support, Event

Management, Problem Management,

Major Incident Management, Change

Management, and Account Provisioning.

LOBAS will team with these out-of-

scope functions to assist Boeing in

providing full-spectrum Service Desk

services. LOBAS provides 7x24x365

support for about 1,200 BCA sales,

manufacturing, engineering, airline and

global partner/supplier applications.

LOBAS resolves Incidents and restores

normal service operations as quickly as

possible in order to minimize adverse

impacts to BCA.

LOBAS currently supports these four

major areas of focus within BCA:

• CAD/CAM

(Computer Aided

Design/Manufacturing) a suite of

Software applications used by Boeing

Design/Manufacturing Engineers to

Create, Design and Manufacture

airplanes.

• DCAC/MRM

(Define and Control Airplane

Configuration/Management Resource

Management) which provides a support

system structure that enables the cost

effective and timely delivery of airplanes

including Flight Test application.

• CAS/NAP

(Commercial Aviation Services) – A

Customer Service organization

providing Fleet Service, Flight Service,

Material Services (spare parts) and

Digital Service Support to the Airlines /

MROs/ Suppliers. CAS members utilize

various tools/applications to provide this

support, some of which are deemed

critical in communicating and tracking

support with external customers.(New

Airplane Program) Applications used by

Suppliers and Internal Boeing personnel

in support of define, build and delivering

the New Airplane models.

• LGA

(LOBAS General Applications) –

comprises of ERPLN and all the other

applications remaining, but is mostly

made up of Enterprise Resource

Planning (ERP). ERP provides a quick,

enterprise wide, inventory control

system to Boeing making sure that

parts are accounted for efficiently and

effectively no matter where they are

in the production process or the

company as a whole.

Our LOBAS analyst look for opportunities to provide exemplary services for our customer. We have been honing our craft to articulate resolutions in a manner that expresses empathy for the issue, stays actively engaged with the user to promote a better understanding, while eliminating multiple calls for the same issue, the White-Glove approach. Ultimately this opens other areas of opportunity and saves our customer money.

Line of Business Application Service By: DJ Caldwell

Ian Thiebert

Ian has done a stellar job carrying out all of the duties that come along with his hybrid role. From handling staffing issues and prioritizing analyst utilization to providing exemplary service to customers on the phones and off. Ian is an essential asset to this group. He’s been consistently available to assist all analyst when or if they have issues that hinder their ability to get to work while maintaining a friendly personality.

LOBAS Top Performer

TEKTALK NEWSLETTER | Issue 4 5

Answering in excess of 90,000 calls in a quarter, we ensure that support, direction, and assistance are provided to both Boeing international and domestic employees as well as the general public. We take pride in responding and directing requests for Boeing information and gladly assists with after-hours communication between crews, executives, and management personnel. Supporting overseas and remote site personnel?… NO PROBLEM. Directing Boeing related media inquiries?…SURE! Employee emergency call support?…WE’RE YOUR TEAM!

We are proud to add the following

three operators to a well-seasoned

customer service providing team:

Kevin Rey joined the

Operator Services Team in February and

brought with him a wealth of knowledge

and company culture due to his 8 years

of experience working in various other

groups within The Boeing

Company. Since joining the team, Kevin

has learned his role quickly and

efficiently and was independently taking

calls within just a couple of weeks.

Utilizing his technical background skills,

he has been invaluable in helping us with

computer and application quirks. In

addition, Kevin has also joined the COE

team. Thank you Kevin for

such a wonderful quarter!

Cassidy Waugh joined in

March and hit the ground running. She

has accepted the role of “Universal

Agent” and is doing a fantastic job

working with C-IMACD. She is learning

very fast be taking on the night shift

responsibilities the 1st week of May. We

will miss her on the day shift, but and I

know she’ll do great.

Matthew Burt joined our

ranks this past November. Matthew is

looking forward to establishing himself

in the area and experiencing all that

TEKsystems has to offer. He is currently

working C-IMACD requests as well. At

6’5, Matt (“The Big Guy”) is adjusting

well and brings his own uniqueness to

the Operator Services Collective. He

enjoys watching sports, being a

Volkswagen snob, and is an avid gamer.

Operator Services has been providing 24/7 emergency support for various military aircraft programs within Boeing for several decades. The programs we are currently supporting are: F-15, F/A -18, B-52, KC-135, & KC-767-J/A.

Whether there is an emergency

while the planes are airborne, or a

technical question before or during the

flight, the Boeing Operators are

available 24/7 to coordinate the

interaction of the flight crews with the

appropriate Boeing Safety teams.

We are pleased to now support AWACS as part of our Emergency in Flight (EIF) call handling process. They also are now ensuring 911 labels are on assets. TEKsystems took on those two Quality, Cost, and Risk (QCR) actions without adding additional resources nor cost to Boeing while saving them over $80,000 over the life of the contracts.

The E-3 707 Airborne Warning and Control System (AWACS) represents the world's standard for airborne early warning and control systems and fills the needs of both command and control and battle management (BMC2) functions for tactical air defense forces. AWACS offers superior surveillance capabilities and can separate airborne targets from ground and sea clutter returns. In service since 1977, it is used by the U.S. Air Force, North Atlantic Treaty Organization, United Kingdom, France, and Saudi Arabia.

Operator Services

Team By: Orene Knapp

TEKTALK NEWSLETTER | Issue 4 6

TEKsystems jumps from the 49th

spot to 43rd position

March 6, 2015 – For the third

year in a row, TEKsystems was named to

FORTUNE magazine’s “100 Best

Companies to Work For” list for 2015.

TEKsystems is ranked #43 on this list, up

six positions from 2014.

TEKsystems earns their position on the “Best Companies to Work For” list as a result of the company’s focus company values and culture of helping its employees realize their personal and professional goals—major reasons the company boasts a 57 percent employee referral rate. "TEKsystems is a great place to work because of its people and its culture. It is truly unlike any company I've had the pleasure of working [with]. TEKsystems not only encourages professional growth, but encourages all of its employees to make their personal goals known and takes the time to understand who they are and why they come to work every day. The company wants the best for its people. TEKsystems is a family and I have made some of the best relationships I have with colleagues at TEKsystems." – 2014 Great Place to Work® Trust Index© employee comment

"Our company was founded with a strong focus on culture and building a workplace where people can achieve their personal and professional goals. We’re very proud to be recognized by FORTUNE for the third year as one of the best workplaces in the country. I want to thank our employees and leaders who make it possible each day, “adds TEKsystems’ president, Keith Bozeman.

ITIL TERM OF THE WEEK

The Information Technology Infrastructure Library is the authoritative set of IT best practices embraced by IT across the world.

Incident Management The process responsible for managing the lifecycle of all incidents. Incident management ensures that normal service operation is restored as quickly as possible and the business impact is minimized.

Management and since its creation, ITIL has grown to become the most widely accepted approach to IT Service Management in the world.

The primary objective of

Service Management is to ensure that the IT services are aligned to the business needs and actively support them. It is imperative that the IT services underpin the business processes, but it is also increasingly important that IT acts as an agent for change to facilitate business transformation.

The TEKsystems leadership spent three days of intense ITIL Training. After two days and 400 pages of information of rigorous study,we took an exam to test our proficiency and understanding of IT service management. We were all fully engaged to learning new “best practices” and now certified with an obligation to bring great value to Boeing. We are excited to incorporate what we have learned.

TEKsystems

Leadership

gets ITIL

Trained By: DJ Caldwell

ITIL (IT Infrastructure Library) provides a framework of Best Practice guidance for IT Service

Service management is what enables a service provider to understand the services they are providing, to ensure that the services really do facilitate the outcomes their customers want to achieve, to understand the value of the services to their customers, and to understand and manage all of the costs and risks associated with those services.

The outcomes that customers want to achieve are the reason why they purchase or use the service. The value of the service to the customer is directly dependent on how well it facilitates these outcomes.

TEKTALK NEWSLETTER | Issue 4 7

This quarter I would like to expand upon our shared experiences and continue the conversation we started in January about the HDI Service Operations Phase. As you may remember/already know the Service Desk is a functional unit with specialized resources and capabilities and serves as the “voice” of the support organization but also as the single-point-of-contact (SPOC) for the End Users community. Last Quarter we talked about the HDI Incident Management (the restorations of service interruptions) of the Service Operations Phase. This quarter I would like to continue that confab but focus on the 2 other services: Request Fulfillment and Escalation Management. Hopefully you find these excerpts from the HDI Handbook helpful in your search for continuous service improvements here on the Boeing Contract.

HDI is the leading professional association and certification body for technical service and support professionals. HDI serves a community of over 150,000 members, followers, customers, solution providers and contributors throughout the service industry, supporting over sixty local chapters across North America. Guided by an international panel of industry experts and practitioners. HDI is the community’s premiere resource for best practices and emerging trends.

Request Fulfillment

Many contacts that come through the support center are service requests. A service request is a request from a user for information advice, a standard change, or access to an IT service (which are not failures in the IT infrastructure). The Request Fulfillment process is designed to handle the type of work that isn’t an incident, (e.g. access, consumables, data, expense, failure, hardware, network, performance, processes, software and voice.) The request fulfillment process will vary across organizations because each organization needs to determine the scope of request fulfillment based upon

their specific needs and constraints. For example, service requests:

Could be handled as a type of

incident

Could be handled as a type of

change request

Include IT and non-IT requests

(e.g. a facilities-related request

such as changing a light-bulb)

The Request Fulfillment process

provides value in the form of:

Increased productivity of the

service desk fulfilling service

requests

Reduced time to complete

service requests

Reduce cost

The role of the support center analyst

in the Request Fulfilment process:

Perform all activities within the

process as documented

Serve as a liaison with other

groups as necessary to

coordinate the fulfillment of

requests

The role of the support center manager

in the Request Fulfillment process:

To ensure procedures are

documented and followed

Participate in the Continual

Service Improvement (CSI)

review process

Escalation Management

Escalation Management is the process of moving an incident or service request to either another support team or to a higher authority. The primary requirement for escalation is that the customer’s needs are recognized and satisfied. Escalation processes are typically established within the service level agreement. In some cases, in order to achieve resolution in a timely and satisfactory manner, third-party specialists may be called upon to take corrective actions before exceeding SLA resolution times.

An escalation management process determines which resources are dedicated, when, and how. Transferring an incident from one level of support to another is called functional escalation and usually takes place because of lack of knowledge or expertise. Hierarchical escalations means transferring an incident or request to a higher authority, usually a manager.

Reasons an Escalation Occur

The support center has

exhausted their skills, expertise

and available resources;

therefore, additional technical

expertise is required

The impact of the incident upon

the customer’s business is

high/critical. No existing

workaround is available or the

incident or service request has a

critical impact on the business

The customer is abusive or the

customer demands it.

The SLA dictates an escalation.

An incident or service request is

approaching breach of a service

level commitment or exceeds

that commitment.

TEKtalk Newsletter April, 2015

By: Bob Hutchinson

In closing; we hope this newsletter

has been informative and brought

new insight into what TEKsystems

is doing for Boeing. If you would

like to contribute to future

newsletters, please see your

immediate supervisor.

Thank you for all you do in support