Technische ondersteuning

Creating world-class customer support

When critical systems go down, it’s all about the recovery. Service and Support organizations are judged on their ability to fix problems… and do so quickly. Customer experience is everything.

In a subscription-based service world, the support organization essentially “owns” the customer relationship and renewal. Avoiding churn is critical to the growth of technology providers.

Wat Diagnostiek is

Make your customer experience world-class

  • Problem solving process

    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.

  • Consistent results under pressure

    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.

  • Scalability

    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

  • Effectiveness and efficiency

    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.


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Provide a seamless, end-to-end customer service experience

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:

  • Increased customer satisfaction and retention
  • Reduced Resolution Time
  • Reduced Service Cost
  • Higher “First-Time-Fix rate”
  • Reduced unnecessary spare part usage
  • Reduced churn and “trial and error”


Het Project

Microsoft vroeg Kepner-Tregoe om te helpen bij de implementatie van KT's suite van rationele processen om hun ingenieurs en medewerkers in staat te stellen problemen met succes te sorteren, te verduidelijken en te prioriteren, de hoofdoorzaak van klantproblemen nauwkeurig en snel te vinden, beslissingen te nemen over de beste volgende stappen, en toekomstige zorgen van klanten te minimaliseren.


Total DTS fell by about 1 day per case


Totale TMPI daalde met ongeveer 27 min per zaak

Primaire doelstellingen

Verminder DTS (dagen om op te lossen). Verminder TMPI (tijd minuten per incident/net inspanning). Verbeteren klanttevredenheid. Verbeter teamsamenwerking. Stimuleren van klantgerichtheid. Stimuleer wereldklasse case handling ervaring


De klantentevredenheid is verbeterd met 3,3%

On Course to Exceed Goals by Four Times

As part of the implementation of the Kepner-Tregoe methodology, the client set KPI goals. For incident management, it performed a baseline of its MTTR (Mean Time To Resolve) for its business-critical applications, and then set a goal of 15% improvement. For MTTF (Mean Time To Failure), the goal was an 8% improvement.


Improvement in MTTF


Improvement in MTTR


The Kepner-Tregoe implementation was launched for a 12-month period, beginning in April and ending the following March. At the nine-month mark, MTTR had improved to 64%, over four times the annual goal target. At the end of the same nine-month period, MTTF reached 27%, exceeding the annual goal by three times.


Times the annual goal

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