Perfecting Service Desk Engagement & Customer Experience – A Lean IT InitiativeClient Name:
About Trilogy Technologies
Trilogy Technologies is a trusted managed IT service provider. The company designs, implements and manages agile infrastructure helping clients to enhance their operations, mitigate risk and enable business strategy. The company incorporates expertise in both infrastructure transformation via hybrid cloud and Managed IT as a Service to deliver business-wide IT services.
Trilogy embarked on a Lean initiative under Enterprise Ireland’s Lean Start Programme, with a mission to add greater value for its customers by addressing issues affecting customer experience through the company’s service desk.
The existing ticket process involved each engineer managing their own queue of tickets. This resulted in the dispatcher having too many queues to oversee and a significant portion of engineers’ time was spent on management and administration of their queue. Engineers were splitting time to work on several tickets bringing them only to partial completion. All parts of this process were considered to be non-value adding. The greatest challenge faced during the implementation of the new ticket process was the need for a radical shift in the behaviour of the engineers. Engineers were keen to have no queues to manage but were unsure of working on just one ticket (single piece flow).
Key Programme Objectives
The programmed aimed to:
- Review the business processes; identifying and then eliminating areas of waste and activities which added no value to the customer.
- Examine the service desk operations from the customers’ perspective.
- Make the voice of customer present in all decisions.
- Reduce the turn-around time of service desk tickets: quicker, right first time.
- Switch the focus of service desk resources from responsive to proactive interventions; reduce downtime when incidents occur and maintain uptime for clients.
Putting Lean Into Practice
Two key approaches were adopted:
- Transactional – managing the day-to-day activities of the clients’ infrastructure, responding to issues as they arose and bringing about a speedy and successful resolution.
- Transformational – beyond the day-to-day activities to understand the voice of the client, developing technical strategies that assist clients in the pursuit of success.
To create more value-added activities for their clients and to achieve these gains, Trilogy adopted a combination of Lean principles, including:
- A process review to understand the backlog
- Lean Training
- A3 approach to problem solving
- Single Piece Flow
Lean has provided clarity and visibility to the management team, reduced non-value add activities, reduced stress for engineers and provided ownership of the process by engaging input at every step.
Moving to single piece flow, follow the ticket and a custom application has brought clarity and stability to the service desk process. It has enabled engineers to focus on their business: providing technical solutions to client issues.
Tangible gains included:
- 29% reduction in average ticket turn-around time
- 25% reduction in average ticket time
- 44% reduction in average daily backlog
- Clarity and visibility for management team
- Reduction in non-value add activities
- Improved productivity in the engineering team
On completion of each ticket, engineers complete a brief exit survey which captures feedback as to whether Trilogy has provided staff with the right tools, training and information to complete the task. Engineers also rate customer experience through a Net Promoter© style questionnaire which allows Trilogy to capture a snapshot of customer experience up to 500 times per week, to reflect on the data and make future business process improvements as required.
Framework tools applied
- Process Review
- Lean Training
- Visual Management
- A3 Methodology
- Problem Solving
- Single Piece Flow