UNCOVERING OVER
$1 MILLION IN SAVINGS WITHIN 30 DAYS
The client was one of the largest TPM’s in the world specializing in mission critical environments where outages had begun to have a large impact on their customer’s bottom line. Their SLAs were at 76%, and they had 90 days to get them to 95%. We were brought in to increase their SLA attainment, but when we started digging, we found much larger operational issues that had to be addressed.
Services:
Lower operational costs, improve productivity, increase agility, and improve CSAT
Industry:
Third Party Maintainer
Results:
$1M in annual savings and a 120 day ROI
Providing hardware maintenance from data centers to desktops. And they were about to lose a customer that generated 35% of their business.
Evaluation
Working with leadership, we developed a three-week plan that would allow us to baseline their existing metrics against industry standards and best practices as well as compliance with ITSM standards.
Utilizing a three-phase approach, we began with a forensic analysis. Our expert Business Analysts began with data collection and interviews with the appropriate personnel. We reviewed areas such as the Service Desk, field delivery, Vendor Management, Parts Inventory and Logistics.
Once our findings were complete, we documented all strengths, weaknesses and areas of concern and presented to the stakeholders.
Design
After the completion of the Evaluation phase, our team began designing a functional based model that would standardize all Service Management positions, such as Level 1 agents (problem acceptance, initial triage and dispatch), Level 2 agents (diagnostics and parts fallout), Level 3 agents (product engineering), and Field Delivery (product awareness, training, certifications).
We created a step-by-step analysis of every functional area and developed a consistent, efficient and repeatable process to support every step within the existing service event lifecycle.
We designed tools and systems to effectively handle the intake volume and assist dispatch with dashboards to monitor activities ensuring all parts and technicians arrived on time.
Last but not least, we designed a methodology to train soft skills. We implemented a score card system that highlight areas of improvement to ensure a continual increase to their net promoter scores.
Implementation
With the Design phase complete, our analysts moved to implement our new model. Due to the fragile nature of their current state, we settled on implementing in phases.
Breaking the Service Management organization into multiple customer focused teams, we educated, trained and tested incrementally so as to not disrupt the current services. We also developed a mentorship program, selecting and training senior members to act as change agents.
Our analysts installed dashboards, run books and knowledge articles into their environment to allow for continual improvement and agent training.
This new model put them in position to scale without incurring any additional cost. We setup checkpoints every six months to tweak and analyze the current state. The end result was a consistent SLA attainment of 95+% for the following 5 years.
$600,000 in savings within the first 6 months
50% reduction in in-house resources
20% increase in Level 1 competency reducing the number of tickets escalated to Level 2
$22 reduction in Level 1 Cost Per Ticket (CPT)
23% decrease in agent turnover
8 week decrease in time to onboard new agents
19% increase in SLA Attainment
15% increase in First Call Closures (FCC)
5% reduction in call backs