Yes and no. If I oversimplify one of the important Lean points, you can divide activity into 3 buckets: 1) value-creating, 2) necessary waste, 3) pure waste. It's important here that "value" is always measured from the customer perspective.
For example, imagine a hamburger joint. You have ordered a cheeseburger. The person at the grill cooks a patty for you, puts some cheese on it, and assembles a burger. Then somebody else walks that burger to you. Except they get distracted after they've picked it up, so they end up walking to the back before coming up to give it to you.
Making the burger is value creating. You wouldn't want a raw patty, and you want it put together right. Walking the burger to you is necessary waste, in that moving the burger does not increase its value, but we have to do it to deliver value. The little stroll to the back is unnecessary waste in that you could receive the same value without it. Make sense?
With that framework, let's think about software. Ticket management is not a value-creating activity. If I do an extra hour of ticket management, that does not guarantee increased value. At best, it's necessary waste: I just can't figure out how to get you what you want without N hours of ticket management. But quite often it's unnecessary waste, labor performed for some purpose other than customer value. For example, a lot of planning activity is about making high-status people feel important. Or part of somebody's ongoing battle for increased status. Or the downstream consequence of previous unaddressed failures causing distrust.
So can ticket management be necessary waste? Sure. But it's often pure waste. I've done whole companies with no more ticket management than you get out of a bunch of index cards on the wall. [1] And we got there by relentlessly cutting the waste of heavier processes, something that a lot of companies won't even think about, much less attempt, because there productivity is relatively unimportant.
[1] e.g.: https://williampietri.com/writing/2015/the-big-board/