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.
Visit Website“The success of this project lay firmly on getting buy-in from all team members and the willingness of the organisation to change.“
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 .
The key steps we identified were:
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: