Perfectly packaged solution for the largest manufacturer of drinks packages

Customer

The company Tetra Pak Česká republika s.r.o. was founded in 1991 as a direct sales representative of the company Tetra Pak.It deals with complete servicing and deliveries of processing equipment, filling machines and distribution equipment, including deliveries of packaging materials and packaging equipment.The company Tetra Pak operates in 165 countries around the world. Its customers in the Czech Republic and Slovakia include the largest producers from the dairy and drinks industry. The company Tetra Pak Česká republika has 50 employees.

Brief

In the period before the start of the project, the customer was becoming increasingly concerned about the growing dissatisfaction of users with the quality and speed of the internal ICT support and also the increasing burden on its own employees who ensured this support. The situation was the result of the lengthy, unsuccessful introduction of rules for users and priorities for the resolution of requirements. Due to the absence of unified principles and records of requirements, the issues were not dealt with according to their seriousness, but depending on the willingness of the IT workers. For this reason the ICT department gave an external impression of being costly and lacking in transparency. As the company Tetra Pak ČR developed, the pressure to resolve this situation increased. The top management of the company attempted to resolve the situation and save as many resources as possible as well as increase the performance of its IT department.

Solution

The path that the company management saw as possible and realistic was to make ICT more transparent and improve the quality of work both on the part of IT and the method of user access. With regards to the essential objectiveness of the solution, which is one of the key factors of success, the task was entrusted to the company Telefónica O2 Services, spol. s r.o., (previously OMNICOM Praha). Its task was to fulfil the function of project supervision and project coordinator. Representatives of the individual departments, which were to ensure communication with the IT department, were invited to join the implementation team.
ITIL, which deals with the management of ICT services on the basis of the best experience from practice, was selected as the basic framework for managing ICT services. Due to its independence from the implementation platform, ITIL makes it possible to utilise the existing ICT infrastructure and support tools and reduce the costs for the attainment of the goal.The implementation team defined the end state, created a list of concrete goals and outputs, which should have been available at the end of the project and specified both their form and content. A time framework was designated for the completion of the project with the condition that the improvement had to be attained with the existing personnel and the overall expenditure would not be allowed to exceed the designated budget.
At the very beginning there was an educational campaign accompanied by an unambiguous expression of support for the project from part of top management.Afterwards, a review of the existing state with the aim of gathering all possible information sources followed, which would allow for the identification of current state of provided services.One part of the review consisted of the creation of in-house rules which were to ensure the compliance of the created procedures with the existing procedures. An analysis of the support software tools still in use only sporadically also showed how to improve the effectiveness of their use without a significant investment in the purchase of further software.

The solution included:

• Service Desk – was covered in part. A single point of contact was created for contact with users so that the greatest possible availability of support could be attained.
• Incident Management – in view of the centralisation of the place for the gathering of requirements for IT service support, it was necessary to ensure the adequate configuration of the support process for the processing of these requirements - Incident Management.The process was implemented in full.
• Service Catalogue (Service Level Management) – is a key element for the process of Incident Management. It ensures greater transparency of services and allowed their planning.
• Definitive Software Library (DSL)
• • Establishment of library for the keeping and administration of current versions of software used in the production environment. The project was planned in terms of time for approximately two months from the introductory information meeting. The reason was the related projects of company-wide significance which in certain points were based on its outputs.  The time allocated for the project was adhered to in terms of the overall framework. The budget was not exceeded. The demands on employees and consultants did not exceed the agreed limits.

Advantages for customer

These improvements were attained in the context of the project:

• Single point of contact (Service Desk)
• • better IT accessibility
  • higher productivity of specialists
• Incident Management procedures
• • defined rules (possibility of development of process)
  • greater transparency in support of IT services
• Catalogue of IT services
• • overview of IT services (for several departments)
  • defined rules for use of services and their company-wide priorities.
• Definitive Software Library
• • simpler distribution of SW
  • transparency of versions which are used in production environment.

Summary

• The project was achieved in the scope and under the conditions agreed at its start.
• The implemented principles and solutions in compliance with the ITIL methods and precise mapped solution of ICT services allow further expansion in the future.
• The designation of individual rules and thorough communication of the project over its entire course eliminated communication barriers between the ICT support department and the users.

Due to the clearly configured parameters and the fact that the costs structure had been made more transparent, the company management was capable of making a qualified evaluation of the significance of cost items for the development of ICT in the context of the overall development of the company.