A national bank was having difficulty resolving in timely manner critical incidents in its database, application, and hardware systems.  These incidents not only had a financial cost, but customer satisfaction was also negatively impacted when the outages delayed or denied customer access to the bank’s services.  The client initially focused their improvement efforts on the incident management process using a business process redesign methodology.  First capturing, and then reviewing each task in the process using the lean lens of value added/non-value added, they quickly identified several areas where the process could be improved.   Focused on several key issues, the client was able to make significant improvement in the response time for resolving critical incidents.  By collapsing the number of entry points into the system, reducing the number of handoffs and reassignments of the incidents, and developing a root cause analysis process for the most serious incidents, the client saw an average reduction in resolution time of more than a 50%.