Ticket-effort analysis
Pareto analysis on incident categories, root causes and MTTR — we go after the top-5 recurring tickets every quarter.
Optimisation
Less effort per ticket, better governance, every quarter
Ticket-effort reduction, IT governance improvement and process optimisation — bundled into every AMO engagement so the landscape gets measurably better over time, not just stable.
What you get
Outcomesyou can measure
- Measurable fall in recurring ticket volume year over year
- IT governance that passes external audit
- Processes that keep pace with business change
- Automation + accelerators that pay for themselves
Technology
APxOps monitoring platformServiceNow analyticsSAP Signavio (process mining)RPA & automation accelerators
What we deliver
Capabilities,one by one
Root-cause fixes
Permanent fixes for the drivers of recurring tickets — config, master-data, user-training or process redesign depending on where the ticket actually originates.
IT governance improvement
Change-management discipline, documentation standards and SoD review on a rolling basis — audit-ready by design.
Process optimisation
Process-mining (SAP Signavio or similar) to surface conformance issues and bottlenecks, then workflow redesign to resolve.
Automation deployment
Deploy accelerators from the Solutions catalogue — AI self-help bot, RPA for user admin, mass-upload tools — where they'll have the most impact.
Innovation adoption
Introduce SAP's new capabilities (Joule, Build, Signavio) into the running landscape without the full-programme overhead.
The 1 % rule
A 1% drop in ticket volume every month compounds to a 12% annual reduction. Over three years, that halves the support cost of a landscape — more than any single big-bang transformation will deliver. Continuous improvement is quietly the highest-ROI line item in a long AMO engagement, because it works on the biggest number.
FAQ
Common questions
How is "improvement" measured?
Monthly service metrics — ticket volume by category, MTTR, SLA achievement, user satisfaction — reviewed in QBR. We publish the trend lines, not just the latest number.
What if there's no low-hanging fruit left?
In our experience that's never been true for any landscape bigger than a single-plant S/4HANA — but when the gains get smaller we scale the improvement effort down accordingly.
Is continuous improvement billed separately from AMS?
No. It's baked into the AMO engagement — improvement capacity is a committed percentage of the overall team's time, reviewed in QBR against the defined backlog. No change requests, no scope-creep invoicing.
Can improvement work reach into areas outside SAP?
Yes, where the end-to-end process touches SAP. Supplier portals, shop-floor integrations, upstream data feeds — if a non-SAP system is driving ticket volume in SAP, we address it in the improvement workstream.
Next step
Thinking about continuous improvement? Let's talk specifics.
Tell us what you're running and what you're trying to achieve. We'll come back with a view on scope, sequence and effort.