Organizations have processes for almost everything. Surprisingly, most do not have one for solving problems. By defining a process and making it visible we can start managing its quality and make it measurable and repeatable so we can troubleshoot incisively.
When trouble hits, you do not want to leave things to chance or creativity. Only a consistent, high-quality process will generate consistent, world-class results when you are under pressure. For example, we know a “quality problem statement” will reduce your MTTR by up to 18%. Paying attention to the fundamentals of good troubleshooting is the basis for superior service.
Research has shown that both the volume and complexity of problems is increasing at a dramatic rate. It is a losing battle to advance your technical knowledge at the same pace as technological advance. This means, product experience alone will not carry the day. KT provides a “technology-independent” process approach. Because it’s based on critical thinking and logic, it is scalable and applicable across your entire technology and product portfolio
The pressure is always on to become better, faster and more cost-effective. In this environment, trial and error is a costly approach that wastes your time and your customer’s time. When budgets are tight and resources overloaded, KT creates critical efficiency and effectiveness in the support environment.
As the backbone of a technology organization, the speed at which the customer support department can restore service, manage risk, and prevent future problems will directly translate to cost savings and increased productivity companywide.
Proficiency and speed in satisfying customers is an organization’s competitive advantage. The KT approach will equip your organization with a suite of scalable solutions and tools to provide a world-class customer experience.
Our clients experience:
Deutsche Bank has more than 78,000 employees, more than 2,700 branches in 70 countries and assets of almost $2 trillion. With teams of problem managers at multiple locations across the globe, the challenge was each siloed group of problem managers was using different root cause analysis (RCA) and incident management tools to address client incidents at a local level - but they couldn’t seem to reduce the number of incidents or the time required to solve them.
reduction in client-facing incidents
reduction in year 2
Within the first year following KT training and the introduction of problem management tools, client-facing incidents (Priority 1, Severity 1) were reduced by 50%, and an additional 20% reduction was realized during the second year.
increase in productivity
Incidents were becoming more complex, increasing the probability and risk of major outages. The geographically dispersed team of Subject Matter Experts (SMEs) required a high degree of coordination during the incident handling process
reduction in Mean-Time-to-Restore
reduction in Variation
After four months, Mean-Time-to-Restore had been reduced dramatically (74%) while variance in the time it took to resolve an incident had also been reduced significantly (77%).
month project
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