More specifically, at any given moment, the highest priority for one person on the team should be responding to emergencies, the highest priority for one other person on the team should be responding to normal requests, and the rest of the team should be focused on project work.
This is counter to the way operations teams often work: everyone running from emergency to emergency with no time for project work. If there is no effort dedicated to improving the situation, the team will simply run from emergency to emergency until they are burned out.
Major improvements come from project work. Project work requires concentration and focus. If you are constantly being interrupted with emergency issues and requests, you will not be able to get projects done. If an entire team is focused on emergencies and requests, nobody is working on projects.
It can be tempting to organize an operations team into three subteams, each focusing on one source of work or one category of work. Either of these approaches will create silos of responsibility. Process improvement is best done by the people involved in the process, not by observers.
I can think of a bunch of management-types, both current and former, who could do with a copy of this book.