What we solve ·What happens the day this goes down?
Taskforce · Sustain
How do you get an operation that has plateaued moving again?
Everything escalates, nothing gets resolved at the front line and the internal customers have already complained upstairs.
Your first line indicator taken to the agreed target and sustained for two months, with the gap attributed by cause. If it does not move, you do not pay the balance.
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Use this today, without hiring anyone
How to measure your desk's real gap before anyone arrives. Four cuts over the data already in your tool, and they come out in an afternoon.
- First line resolution, but by case type. The aggregate number is useless. 80% of escalations come from three or four types, and those three or four are the entire project.
- The real first response clock. From when the user opens it, not from when someone accepts the ticket. The difference between those two numbers is usually the finding.
- Reopening. A closed case that comes back was not resolved, it was postponed. If your rate is above ten percent, your declared resolution is inflated.
- Distribution by shift and by person. If two people resolve half of it, your problem is not process: it is concentrated knowledge.
The four get ordered by one rule. Attribute every point of gap to one of four causes, knowledge, process, staffing or tooling, before deciding anything. Training when the problem is the process is the most common way to spend a year without moving the indicator.
This sounds like you if
- First line resolution has been below the agreed target for months.
- The hard cases end up concentrated in the same three people.
- The monthly report says one thing and your internal customers say another.
How we solve it
The method, not the promise.
- The baseline gets measured with your own data, not with the report in circulation.
- Every point of gap gets attributed to a cause: knowledge, process, staffing or tooling.
- The target gets agreed on that measurement and gets written down as an acceptance criterion.
- Indicators, shifts and escalation paths get redesigned, and training happens only where the cause is knowledge.
- It gets tracked with statistical control until the indicator reaches the target and holds for two months.
What you receive
- The measured baseline and the gap attributed by cause.
- The redesigned indicators, with the exact definition of each one.
- The training plan aimed at the gap, not generic.
- The indicator moved to the agreed target, sustained for two months.
The proof that applies here
- First line resolution taken from 65% to 90%, with 99% quality compliance sustained.
- A team's productivity doubled in six months with a statistical management model.
- Six Sigma Black Belt and 19 years inside continuous operation command centers.
Before you hire
The target gets committed on the baseline measured in the first phase; if that measurement comes out worse than your internal report, the target gets renegotiated before going on.
This arrives with a concrete range, 65% to 90%, and the statistical method that produced it. The target gets signed as an acceptance criterion: if the indicator does not move, you do not pay the balance.
What percentage of your escalations comes from the three most frequent case types?
If the problem is a different one