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SilverLining Partners proudly announces 3 new executive team members to assist SLP in its RFID/UID initiative. John Cumberton, Don Lawson and Tim Kennedy will provide assistance in various capacities to ensure professional design, timely delivery and total client satisfaction.
SilverLining Partners and RFID Processes LLC have completed a joint agreement to offer a full suite of RFID and UID engineering and process services to large corporations and their small – medium manufacturing suppliers to meet compliance standards for DoD and/or the Enterprise. RFID Processes is a Veteran Owned business located in Norwalk, CT. Vermont Technology Group will also join the team to provide database and programming services .
SilverLining Partners has joined General Physics Corp as a Seaport E subcontractor effective January 2006. Silverlining will support GP in various multimedia, CBT tasks for the Navy.
Dedicated. The largest IT Service Company in Connecticut has engaged John Pugliese to provide sales channel management in 2006. This is a follow-on to an extensive sales and marketing SLP audit completed in early 2005.
SilverLining participated in two conference/exhibits in November 2005. In Tennessee, SLP participated in AFSMI World Conference. In Rhode Island, SLP participated in the Disabled Veteran Business Forum and display at the Naval Station Newport.
SilverLining Partners completed in November 2005 “sales force performance benchmarking" for a new product launch for a leading east coast pharmaceutical company. SLP was also the Project Manager to bridge the data application group and sales management.
SilverLining Partners has delivered 4 SCORM 1.2 ICW courses to EG&G, completing the total project in July 2005. The effort was for Submarine On-Board Training (SOBT) in Groton, CT.
Tom Bednarczyk was re-appointed by the Administrator of the SBA, to its Advisory Committee on Veteran Business Affairs. He serves as the Vice Chairman. The Committee is an independent source of advice and policy recommendations on veteran’s business issues to Congress and the President.
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SilverService IT Auditing
Consolidating 2 Autonomous Division's IT Help Desk at a World Leading, Research-based Pharmaceutical Company
SilverLining Partners was engaged to consolidate and to upgrade the quality of two divisional IT Help Desk operations into a single group-level Help Desk by a very large pharmaceutical company with multi-billion dollar in sales and over 100,000 employees worldwide. As the selected change agent, SilverLining was contracted to audit the 3 existing operations; analyze, validate and recommend a new help desk structure and develop the technical and operational requirements for a RFP leading to the selection of a single vendor to implement the agreed-to structure.
The Challenge: Combining Two Division's Help Desk Operations, Supporting US and European Employees, into a single Consolidated Environment.
The initial audit of both the United States and Europe was completed within 30 days with the following broad findings:
- Three different help desks existed, each with its own infrastructure design and procedures for tracking internal employee problems
- All help desks were staffed by outside vendors, each with their own method of operation
- Desk-side problem resolution and corrective action was the main solution for Help Desk reported problems. This contributed to loss of productivity among employees while waiting for a Help Desk technician to arrive. Newly remote access software-based correction tools were not utilized.
- Different operating systems and applications posed a significant challenge to Help Desk technicians, who needed to have a high level of technical knowledge that was both deep and broad in order to solve problems quickly
- Many different hardware platforms and configurations created a number of technical issues that needed to be mastered by Help Desk technicians in order to meet the needs of users.
- One division operated in a few concentrated locations whereas the other division's peration was widely dispersed throughout the North America and Puerto Rico.
The SLP Audit Conclusion: A Centralized Help Desk Is Feasible
SLP rolled out a series of Help Desk best practices that has resulted in a global, unified IT Help Desk which included:
- Reducing 3 physical locations to 2, serving North America, Europe and Puerto Rico, which now responds quicker to employee reported problems 24 hours a day, 7 days a week than before.
- To ensure "across the board" trouble ticket management, SilverLining recommended moving to a single trouble ticket system with common database entries and ongoing HD staff training to improve problem tracking skills and equipment knowledge.
- Implementation of SilverLining's "best practice" Method of Operation (MOP) Manual which allows technicians in one center to perform troubleshooting on user reported problems exactly the same way in the other center. This unified remote problem resolution capability enables highly skilled Help Desk personnel to provide "follow-the-sun" coverage serving both divisions.
- Recommended standardizing on a common Automatic Call Distributor platform in both US and Europe to allow for comprehensive call management, inter-operability of both centers and introduction of a quality call measurement system.
- Development of a detailed, operationally focused RFP to ensure vendor quality, staffing talent and technical expertise was embedded in the proposed solution to meet the demands of the new center management team.
The Benefits to our Client
SilverLining's streamlined, revitalized Help Desk recommendation will provide the following enormous benefits:
- Centralized Help Desk under a single outsourced vendor ensures a single point of contact and service delivery control.
- Superior remote problem resolution by implementing and proceduralizing common software tracking and solution tools.
- Creation of a group central Help Desk Manager position ensures process & quality of delivery to both divisions.
- Integrated global IT and telecommunications infrastructure ensures proper call distribution, tracking, handling and management reporting.
- Employment of highly certified Help Desk technicians.
- Dramatic improvement in internal customer satisfaction based upon SLA's.
- Overall center cost reductions in the multiple six digit range
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