The CIO of a large company wishes to improve the response time from one of his maintenance teams and reduce the volume of incoming tickets. His objective is to free time so the team can tackle more value-added activities such as application evolutions and new projects. The team is responsible for maintaining applications of core processes, so it was critical to be more responsive. Project duration: 13 weeks.

The project was led by 1 Operae coach, supporting 1 change agent. The operational team included 1 team leader and a technical staff of 7.

Stock and lead time:

• visual management showing the flow of incidents
• definition of lead time objectives for each criticality level
• immediate problem solving with each time slippage
• work with the support team upstream to improve ticket routing and the resolution of level-1 tickets

Volume of incidents:

• quality wall: creation of a technical batch event calendar, and quality control after each batch run
• creation of a new incident classification standard shared with all support teams and business analysts

Volume of support requests:

• “go and see” at the user site to understand the difficulties encountered
•  red bin analysis to identify recurrent requests
•  implementation of permanent fixes in the information systems concerned