A Large Manufacturing Company

A Large Manufacturing Company

The Support Needs

The company desired managed services for 3000 IT assets comprising of end-user computing devices, network and Wintel infrastructure, with exacting SLAs. Two large factory campuses, corporate office, critical branch locations and 140 other locations (site-offices, branches, sales offices and depots) were to be supported. 24/7 support coverage was desired for factories and business hours support for the other offices. Significantly, support services were to be taken over from the incumbent provider within 15 days from the start of contract.


Precision’s Approach

A comprehensive and result-oriented approach was adopted, involving the creation of a Transition Project Plan, a holistic Resource Plan, Transition Management, adoption of ITIL tools & techniques, IT Health Check and Service Delivery Plan for steady state service delivery.


The Execution

Precision formed a dedicated transition team and assigned a Transition Project Manager. On preparing a comprehensive Project Plan, a Project Kick-off was performed involving key stake holders, wherein activities and time-lines were discussed and finalized.

A Core Team comprising of Team Leads, Production Support Engineers were deployed on-site on Day 1 and the Transition PM was deployed on-site to monitor & review progress and ensure project time lines are met.

In-parallel, Subject Matter Experts were deputed to the site locations to understand the infrastructure and infrastructure design documents were created & updated.

Precision’s InsTIL– an ITIL based Service Management Application was deployed and the Service Desk configured & established. Asset Management was implemented and a comprehensive IT Asset Repository was created in the application via automated discovery. Further, manual recording of asset information was performed for non-discoverable assets.

Passive network health check was performed and documented. Standard Operating Procedures Documents (SOPs) were created for the operations team use.

The Service Delivery Plan was created with detailed tasks, schedule and ownership details. Orientation document was prepared and Transition PM provided orientation to the operations team.

Post completion of transition, a presentation was delivered to the customer’s IT top management, highlighting the transition project outcomes, documents, Improvements suggested, areas of improvement observed in the existing infrastructure were explained with details of fixes. On-going support operations were then initiated.


The Outcomes: A happy client

  1. Business As Usual (BAU) Focus and delivery methodology: SLA adherence, Enhanced Uptime, End user delight
  2. Automation Focus: Enhanced Productivity, Effectiveness, and Predictability
  3. Service Improvements Focus: Process oriented rollouts and technology enhancements with minimal service impact
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