问题管理咨询
提升 IT 稳定性
技术推动了向客户提供新服务和解决方案的能力，但也增加了系统的复杂性以及潜在问题的发生几率。这些问题可能源于初始设计中的缺陷、发布管理过程中的疏漏，或者是近期变更请求的结果。如果问题管理纯粹是一种被动响应职能，组织该如何走在问题前面，从而专注于持续服务呢？
关键在于赋予团队能力，以最大限度地减少重复事件的潜在影响，并……可持续地解决问题。当组织将重点放在改进问题管理流程上时，他们会看到 IT 稳定性得到了显著且即时的提升。
我们的方法
执行高质量的根本原因分析 (RCA)
一劳永逸地解决最复杂的问题。KT 一流的问题解决方法将引导您关注最相关的数据，从而高效地部署关键资源。
消除重复事件
停止“救火”式工作。救火只是修补问题，而非解决问题。KT 流程引导您识别并消除根本原因及相关事件，从而减少积压工作，并显著提高事件处理团队的士气。
创建真正实用的知识
提供清晰、一致且易于理解的文档，引导您直达问题核心。创建包含可重复使用知识文章的审计追踪，使整个组织从中受益。
主动管理问题
将您的根本原因分析干预延伸至“修补之外的思考”，以管理并最大限度地降低未来风险，并识别持续改进的机会。识别导致高影响事件/问题的所有促成因素，以便消除潜伏在流程和系统中的底层系统性问题。
案例研究部分
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$11M
saved in the first year
60%
improvement in on-time performance
50%
reduction in admin workload
Challenges
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 StudyResults
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
Challenges
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 StudyResults
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
Challenges
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 StudyResults
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.