MMG Turns Chaos into Order with assyst
by Markos Symeonides, on 29-Jan-2021 13:00:00
Global mining giant MMG transforms IT (and other service departments) through the centralized visibility and control they get from assyst.
Read more about this Enterprise Service Management (ESM) success story...
Founded in 1987, Minerals & Metals Group (MMG) is a global mining leader with annual revenue of $3 Billion. With projects spanning Africa, South America and Asia, MMG have a reputation for sustainable mining of base metals such as Gold, Silver, and Copper.
- 4K employees and 100s of vendors to support/manage
- Multi-lingual service hubs in Peru, Australia, Laos, and DRC
- Approaching 10K Incidents / Requests per Month
With many 1000's of tickets each month, their manual system of support mailboxes was unable to cope. At that time, before they started using our assyst ITSM platform, they didn't even know they had this volume of incidents and requests every month—because they had no central visibility of demand.
Issues, requests and queries were queued-up for attention, but progress wasn't being tracked and prioritization was impossible. There also wasn't any effective "load-balancing" going on between teams, so some agents were busier than others—causing unnecessary bottlenecks. And when an employee emailed or called to check on progress, it wasn't clear who they needed to talk to.
Above all, it was difficult to measure and manage performance—with so much activity happening outside of a system of record.
MMG's business goal was to develop its position as a leading, global mining organization. To enable this, it was clear that service management at MMG needed to evolve; they needed to put out the operational "fires" and shift attention to delivering the operational efficiencies and game-changing innovations that the organization needed. It was obvious to them that modern ITSM technology would be a big part of the solution.
Initially, the assyst Service Catalog was implemented by MMG's IT team as a front-end for technology services. They needed a web self-service mechanism as a single point of entry for end user issues, requests, and queries; to ensure that everything was logged, and nothing was lost: "no customer issue gets left behind". It's a common problem—you can't manage what you can't see. An easy-to-use system of record, and a reliable point of entry with a consumer-like experience is a critical foundation for an efficient and robust service desk.
This is why it's so important to have a service desk as a single point of contact; monitoring and managing a set of consolidated channels—one phone number, one web/mobile portal, one email address, one enterprise collaboration platform channel—to meet whatever expectations and preferences your service customers have.
Markos Symeonides, Regional CEO
To succeed with omnichannel ITSM, it is essential that you have an ITSM platform which provides your service desk with each of these channels—and agent visibility that spans across all of these customer touchpoints. Otherwise, you don't get full visibility and you cannot manage demand efficiently and effectively.
Implementation & Integration
Initial implementation involved a blend of ITSM platform setup and improvements in the way work was done and value was delivered. Processes were defined around how incidents, major incidents, and service requests should be handled—enabling faster, more efficient, and more consistent responses. These processes were quickly modelled and automated in assyst's drag-and-drop process designer, allowing MMG to easily adapt these processes to fit changing demands (without further consultant engagement).
Drag-and-drop process design with assyst makes it easy to get work under control
Beyond the usual IT Operations Management (ITOM) integrations which provide a rich and consolidated view of the service infrastructure, there were integrations with SAP and Onelist. Integration with Onelist enabled procurement approvals in line with their corporate procurement framework. Integration with SAP gave assyst visibility of the organization's business unit structure and cost centers so that IT costs could be attributed back to the business units which incurred them (chargeback). Now, IT can now easily report on where IT services are being consumed—presented in a way that business stakeholders can easily recognize.
Expansion into Enterprise Service Management
MMG's Shared Business Services team provide services including HR, Finance, Payroll, Travel, and Facilities. However, they lacked proper visibility and control over the volume and flow of work. Multiple email boxes were used to manage issues, requests and queries. They had no ability to track progress. With no workflows in place, they couldn't see how work flowed between teams to solve cross-functional problems and create the value that customers needed.
First, they needed to regain control over the day-to-day service management workload by bringing all demand and activity into a single system of record—to provide the visibility and control they needed to streamline service operations. As the IT team had already enjoyed success with assyst, the Shared Business Services team chose the platform to better track and manage their activities—broadening the scope of assyst from IT Service Management to Enterprise Service Management.
assyst's process workflows allow us to implement the solution right across the business...and as we grow, we can add more and more automation, giving us the visibility of resources required to fulfil services. This enables us to save time and money.
Robert Herring, Manager of Service Management
|Full visibility and control over all issues, requests, and queries|
|24-hour self-service request capability in both English and Spanish|
|Reduced call volumes and operational costs|
|IT performance reporting in a way that makes business sense|
|Less time spent on mundane operational activity; more time spent on new IT projects|
|Improved service-consumer experience|
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