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he client is a Fortune 1000 company specializing in mineral and chemical additives for products used in various industries. With 65 manufacturing sites globally, the client has an employee strength of over 5,500.
The client had multiple IT support teams across its global manufacturing sites providing limited (8X5) coverage. These unevenly spread teams managed ~11,000 tickets yearly but were plagued by operational instability and low service and efficiency levels.
The client needed robust support processes. In addition, the client lacked data governance, transparency, and a security posture that did not meet compliance requirements. All these factors need urgent attention and remediation.
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After studying the client’s existing IT support and security processes, Marlabs felt it was necessary to establish a remote English language helpdesk for L1 service. In addition, process-driven collaboration with L2 and L3 teams was established while the technology used for support was upgraded in keeping with current trends.
An Integrated Operations Center was designed to provide global 24X7 helpdesk coverage along with:
Separately, the experience of the Marlabs team was combined with automation to integrate ~1400 users from two acquired entities in less than 5 months.
In under 8 weeks, multiple support teams were combined and spread evenly across the client’s operations. Policy management was centralized, and the client moved away from manual activity by automating user tasks across 48 locations. The automation eliminated ~7,500 staff hours of manual effort in operational and project activities. In addition, a ~35% reduction in tickets (from 11,000 to 8,000) combined with automation and shift left enabled the client’s team to deliver ~200 staff hours of project work along with the day-to-day support activities.
The structured and phased transition strategy resulted in a steady state of operations without impacting response and resolution KPIs.
An analysis of the top ticket contributors and opportunities for shift left from L2 and L3 teams has been initiated. This is expected to deliver cost savings of an additional 20% this year.