About Fine Hygienic Holding

Fine Hygienic Holding (FHH) is a wellness company founded in 1958. The organization specializes in the production of wellness and hygienic products, including sterilized facial tissues, kitchen towels, and toilet paper, baby, and adult diapers, as well as natural, healthy beverages.

Making things simple across the helpdesk

The IT teams within FHH are structured in such a way that there are a group of representatives working with each of the technology pods. For instance, there was an integration team that managed just integrations, an ERP team that focused on just the technology related to enterprise resource planning, a supply chain technology team, and so on. The IT team had the daunting task of tying all of these technology teams together along with the respective functional teams.

“If I could give you an example, we have an order management module, wherein the salespeople are primarily responsible for raising sales orders and ensuring they are fulfilled. And there are many different modules that relate back to the supply chain, but also involve other modules, like procurement, manufacturing, and a bunch of different things. And so our IT team has a major role in tying it all together.” explains Zachariah Manyapye, BTO Supply Chain Analyst, at Fine Hygienic Holding.

With multiple teams working on different aspects of the organization’s technology, one of the biggest challenges was the lack of one unified platform that employees could use to get their technical requests serviced. This meant that a lot of tickets were raised either through emails, or face-to-face, posing significant challenges in tracking and closing these tickets in a timely fashion. FHH chose to adopt Freshservice to rationalize the service request and delivery process across the organization

“Freshservice does a wonderful job of giving you everything you need, while also allowing users to experiment with different configurations and figure out what works best for them. So we get an array of functionalities that are available to us, although we may not use all of them now, the ones that we do use can be adapted to suit our needs, which I feel is very important.”

Streamlining service requests and delivery across technology groups

Zach’s primary objective was to make things relatively simple across the helpdesk and bring down the ticket resolution time significantly. The existing process was swiftly audited to identify how it could be improved and optimized. “If I could give you an example when I had started, I noticed that a lot of our form fields and the underlying categories, were oftentimes redundant in our past setup,” says Zach; he adds, “By cutting down on little redundancies bit by bit, in the long run, I am certain that it would make everything more efficient and streamlined”.

One of the other challenges that the employees faced while raising requests was that they had to select categories and subcategories which were nearly identical to one another, causing confusion. Zach wanted the new portal to simplify things for the users so that the expectations from the requester were clear and the information and data asks were precise. This meant that employees wanting to raise a ticket knew what details were necessary for one shot, without having to grapple with multiple back-and-forths. This helps on the agents’ side too, whereby they now have all the details that were needed, resulting in faster ticket resolution. Besides, one of the bigger challenges was to get employees to use the portal rather than sticking to emails to get their queries resolved. This made it all the more important to make the portal simpler and user-friendly so that they could quickly decommission the raising of incidents through email and focus solely on getting users to use the application to raise queries.

The next step was to ensure the form fields were redesigned to collect only the absolutely necessary details and do away with those that were not necessary. The IT team worked with each of the technology leads to ensure that the form fields capture all the requisite information right at the time a request was raised. They then worked with the agents on what fields could be removed, and what could be added to the current setup to make it easier for them. The feedback was collated and Zach tried to translate them to different functionalities within Freshservice that would help streamline the experience. The team then revamped the entire requestor portal by making it look more welcoming, by using the right layout, and by visually looking more refreshing and refined. The team adopted Freddy AI to make it easier for employees to use the new platform and accelerate adoption.

With this renewed approach, employees also had better visibility into resolution timelines and could plan in accordance. The stark improvement in the pace of service delivery encouraged more employees to use the portal instead of the traditional channels. In fact, the numbers through the first six months of adoption validated this. FHH was able to increase the number of tickets raised through the portal from 805 last year to 2215 this year, and climbing, with employees, increasingly relying on the portal and raising tickets directly.

“So what I would do is, I would kind of go to each project lead and say, ‘this is our current setup, what do you think would be the best way to handle the tickets coming in for your respective project?’ And so that sort of feedback really helped me optimize even the basic things like the form fields, the way they’re labeled and the way those form fields transition into subcategories, what those subcategories are, and who will the request then be routed to. This helped us identify what would work best as well as scrap things that we didn’t really need.”