16 hours a month handed back to the board by reports that write themselves

More than a dozen sites, several channels for raising tickets and one dispatch desk assigning everything by hand. A case waited not because nobody could deal with it, but because nobody had yet decided whose it was. Out of hours and at weekends, the queue grew until Monday.

The second cost was less obvious: reporting. Every board meeting meant collecting statuses from the sites - by phone, by email, in a spreadsheet. They were put together by managers who, in the meantime, were not looking after their sites, and the board still got a picture that was several days out of date.

Repair history lived in several places at once and in none of them in full. The question "how many times has this line stopped this year, and why" started a search, not an answer.

Omnira Desk came in as a single entry point for every ticket channel. A case is routed straight away, based on the site, the type of fault and the teams' workload - with the dispatcher keeping a veto, and their corrections tuning the routing rules. A ticket raised on Saturday does not wait for Monday's inbox review; it goes straight to the right team with a first-response deadline.

Every case leaves a structured record behind: what happened, what was done, how long it took. That turns repair history from folklore into data - and that data is what Omnira Flow works on.

From live cases, Flow builds the report that used to be put together by hand: the state of the sites, open and overdue cases, recurring faults. The report is ready before the meeting without anyone's involvement, and the board can drill down to a single case instead of asking for the details to be sent over the following week.

The hours in the headline are the time the board and site managers used to spend each month collecting and assembling statuses - recovered because the report no longer has an author. The figure is calculated on the client's side and marked as provisional until the agreed case study is published.

In day-to-day operations, the biggest change was the time it takes for a case to be picked up. Automatic routing handles the vast majority of tickets with no manual correction, and the dispatch desk deals with the exceptions instead of everything.

The most lasting effect is the history: after a year, the company discussed its refurbishment budget for the first time on the basis of a complete record of faults, rather than memories of the loudest breakdowns.