Introduction to NonStop Operations Management

Operations Management and Continuous
Improvement
Introduction to NonStop Operations Management125507
13-10
Implementing an Operations-Management
Improvement Program
3. Improve system visibility by monitoring critical objects.
4. Introduce automated problem recovery software.
5. Improve the efficiency of automation and other management processes by
implementing process statistics.
Step 4—Scheduling and Committing Resources
Once the actions were defined, the improvement team could create a schedule and
recruit resources. A project of this size and complexity had to be adequately staffed and
financed. The improvement team recruited two senior operators to work on the project,
assess new tools and processes, and help install and configure those tools. Table 13-3
shows the schedule created for the improvement program.
Step 5—Executing the Plan
The following paragraphs describe how the improvement team executed their
improvement program.
Action 1: Manage system messages. At NAC, the system generated too many
messages (many of them only informative events). Operators couldn’t concentrate
on reading these messages and selecting the important ones. To manage their system
messages, the improvement team:
Installed an operations console to replace the hard-copy console. The operations
group took training classes and spent a few days getting used to the new
console.
Filtered the messages, highlighting messages that required operator attention or
intervention.
Table 13-3. Case Study: Schedule for the Operations-Management Improvement
Program
Activity Time Allotted
Step 1: Assess environment 2 weeks
Step 2: Develop vision 2 weeks
Step 3: Develop action list 1 week
Step 4: Create schedule and commit resources 2 days
Step 5: Execute plan
Action 1: Manage system messages
Action 2: Manage application messages
Action 3: Monitor critical objects
Action 4: Implement automation
Action 5: Implement process statistics
4 weeks
4 weeks
6 weeks
8 weeks
8 weeks
Step 6: Assess results 1 week