Gestion des incidents
Gérer les incidents avec confiance
Ne plus jamais paniquer. La gestion des incidents est stressante lorsqu’il n’y a pas de processus formel en place. Un incident majeur peut être catastrophique pour une organisation s’il n’est pas géré correctement. L’approche de la gestion des incidents majeurs de Kepner-Tregoe permet aux organisations d’être parfaitement préparées à gérer ce type de crise. La résolution des incidents majeurs exige que tous les intervenants soient alignés sur le même processus de réflexion.
Ceci permet de réduire le stress et le temps perdu à essayer de résoudre les pannes majeures en tests intuitifs. Grâce à une meilleure gestion des incidents majeurs, les collaborateurs sont efficaces, le temps de résolution est réduit et les client sont satisfaits.
Notre approche
Garder le contrôle sous pression
Gérer activement la totalité des processus de restauration des services, du triage/évaluation initial à la solution du problème, en passant par le choix des contre-mesures appropriées et la gestion de la communication avec les parties prenantes.
Être performant sous stress
Lorsque la rapidité de la restauration du service est primordiale, les techniques de résolution de problèmes KT permettent de trouver un équilibre entre l’impulsion d’agir rapidement et la nécessité de recueillir les bonnes données.
Diriger et gérer vos tickets d’incidents
Gérer et guider de grandes équipes d’intervention par une approche structurée et une collaboration et une communication efficaces.
Créer de la visibilité
Partager les données essentielles à l’aide de techniques avancées de tableaux de bord pour gérer les risques et tenir toutes les parties prenantes au courant.
Success Stories
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$11M
saved in the first year
60%
improvement in on-time performance
50%
reduction in admin workload
Défis
Kennecott Utah Copper operates the Bingham canyon mine concentrator plant, a smelter and a refinery. Ore from this mine is concentrated into slurry, piped to where the smelting process occurs, and then sent to the refinery. Efficient operation at the concentrator stage is critical to maintaining uptime of the smelter. Each year the concentrator plant is shut down a total of 36 times. This is necessary to maintain critical equipment while essential repairs and upgrades are completed. The issue at Bingham was that the length of downtime was causing a bottleneck in the overall process.
Read Case StudyRésultats
The shutdown process saved over $11 million in the first year of implementation. On-time performance improved by 60% and is tracking towards world-class results. key performance Indicators (KPls) for shutdown performance improved over all prior years. Team performance (on-scope, on-cost) improved by 60%. Shutdown administrative work load fell by over 50% allowing team members to focus on other areas such as reducing cost or generating more revenue. All Injury Frequency Rate (AIFR) improved, advancing a strong safety culture which is a core value of KUCC.
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47%
improvement in operational efficiency
30%
improvement in production rate
50%
reduction in change over time
Défis
After a major capital investment at its biscuit factory at Papakura, Griffin’s needed to address several variables impacting overall conversion cost. The site was struggling with high waste, high downtime, and planning deficiencies; and overall workflow was not conducive to producing at the lowest possible conversion cost.
Read Case StudyRésultats
For overall results, Operational Efficiency (OE), the measure of line performance relative to a theoretical maximum achievable throughput rate, was used to measure success. To achieve an OE of 100%, the line must run at its maximum theoretical throughput rate with zero plant downtime and product waste. At the conclusion of the Kepner-Tregoe engagement the plant achieved:
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€4.5M
decrease in spin-off costs
70%
non-conformity reduction in 3 years in specific departments
Défis
Fokker wanted to increase their issue resolution maturity. This meant improving the quality and completeness of information about problems, accelerating root cause analysis and involving the right people at the right time.
Read Case StudyRésultats
Success has been measured in a drastic reduction in non-conformities which is saving millions of euros yearly. A proactive culture has replaced the “fire-fighting” of reactive problem solving.