Fine Hygienic Holding cuts down ticket resolution time by more than 60% with Freshservice

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. FHH employs over 3,000 people of more than 30 different nationalities, operating in Jordan, Egypt, Saudi Arabia, the UAE, and serves over 80 markets across the Middle East, Africa, Europe, Asia, and the USA. As a part of its digital transformation FHH looked to restructure its supply chain model in a way that would make its business operate a lot more effectively. By overhauling its technology stack, FHH had a mix of legacy and new technologies, necessitating a mechanism to consolidate all incidents and tickets from across platforms and make them available for the agents to address and resolve on a single platform. We spoke to Zachariah Manyapye, BTO Supply Chain Analyst at Fine Hygienic Holding to understand how Freshservice helped transform the experience of both agents and employees.

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 a 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 Zach.

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

Streamlining service request 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 in 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 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 in 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 visually look 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.

Key Freshservice features used

FHH categorized its Freshservice transformation into three parts. The first was data cleansing, the second category was enhancements, (things that were previously used, but not necessarily exploited to its fullest capabilities), and then the third was around incorporating new features.

FHH subscribed for following Freshservice functionalities:

• Workflow Automator: With employees located across multiple countries, FHH built location based parameters for certain types of incidents with the workflow automator. For instance, the incident raised wasn’t just assigned to the right personnel, but it also ensured that it was assigned to the agent in the same country. Another layer of automation that they added was whenever a ticket is marked as resolved, and the requester does not respond within 24 hours of closure, such tickets are automatically closed. This helped in accurately tracking ticket resolution time.
• Change Management: FHH introduced the new change management module within the company and particularly for IT. It helped visually track change requests, and monitor the changes upon implementation and later down the line start to report back on those change requests.
• Asset Management: Later down the line, FHH looks to adopt Freshservice Asset Management to manage their cloud based assets pertaining to their supply chain. With this, they would be able to tag the respective vendor's information to each asset, and have associated incidents assigned to each asset category. This approach would provide a holistic view while being able to track assets generating the most tickets, and assess its performance over a period of time.

The impact of Freshservice was evident and FHH started to witness great results in a very short time. With Freshservice FHH was able to reduce the average agent response time by 68% with the average resolution time dropping by 61%

Looking ahead

The adoption and usage rate of Freshservice has increased significantly since its implementation. While it was primarily the IT team that was using Freshservice in the beginning, this has started to steadily percolate into other departments such as sales, warehousing, and finance, turning to Freshservice as a platform of choice to report and resolve technical issues pertaining to their respective technology stacks. With every passing month, more and more departments are turning to Freshservice and using them more on a daily basis, and FHH looks to swiftly onboard many such departments in the near future.

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