Trilogy

About Trilogy.

A trusted IT service provider, Trilogy, designs, implements and manages agile infrastructure for its clients – helping them to enhance their operations, mitigate risk and achieve their business strategy. The company embarked on a Lean initiative under Enterprise Ireland’s Lean Start Programme, with a mission to add greater value for its customers. The main thrust was to address client issues at the company’s service desk.

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The success of this project lay firmly on getting buy-in from all team members and the willingness of the organisation to change.

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The Challenge.

The company’s existing ticket process meant that each engineer managed their own queue of tickets. This resulted in the dispatcher having too many queues to oversee and too much of the 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.  A radical shift in the engineers’ behaviour was the greatest challenge .

A Collaborative Solution.

The key steps we identified were…

  • The need 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
  • To reduce downtime when incidents occur and maintain uptime for clients.

Transactional – we managed the day-to-day activities of the clients’ infrastructure, responding to issues as they arose and bringing about a speedy and successful resolution.

Transformational – we moved beyond the day-to-day activities to understand the voice of the client, developing technical strategies and creating value-added activities for clients.

To achieve both approaches, we adopted a combination of Lean principles, including:

  • A process review to understand the backlog
  • Lean Training
  • Visualisation
  • A3 approach to problem solving
  • Single Piece Flow

Impact and Results.

  • 29% reduction in average ticket turn-around time
  • 35% 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

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