Am2001 Quality Final

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Leveraging Quality Processes

In Technology Businesses

Satyendra Kumar

Padmanabha Rao



InfosysExcellence

Initiative2000

2001 - 9947 employees

Excellence @ Infosys

1999 - 4000 employees CMM Level 5 in 1999

1997 - 2500 Employees CMM Level 4 in 1997

1993 - 1000 Employees

ISO 9001 Certification



Infosys Excellence Initiative

Core Processes

Leveraging CMM Level 5

Management Processes

Baldr ige Framewo rk

Business Processes

Six Sigma CFPM



Industry AverageLevel 4 Companies

Industry Average

Level 5 Companies

Infosys

0

0.5

1

1.5

2

2.5

Nov-

97

Mar-

98

Jul-

98

Oct-

98

Jul-

99

Sep-

99

May-

00

Jan-

01

D e f e c t s / P e r s o n H o u r Industry Average

Level 4 Companies

Industry Average

Level 5 Companies

Infosys

Defect Prevention

Identify Common

Defect Types

Identify Common

Defect Types

Prioritize

Prioritize

Find Solutions

And Pilot

Find Solutions

And Pilot

Implement

Monitor Results

Implement

Monitor Results

Project Level

Organization Wide

Reduction in Defect Injection

Reduction in Delivered Defects0.00

0.05

0.10

0.15

Nov-

97

Mar-

98

Jul-

98

Oct-

98

Jul-

99

Sep-

99

May-

00

Jan-

01 D

e l i v e r e d

d e f e c t s / f u n c t i o n

p o i n t s

Caper Jones 2000

Level 5 Benchmark

Caper Jones 2000

Level 4 Benchmark



Process Change Management

PL Suggestions

1

1

3

3

4

4

5

5

6

6

Monitor Progress

2

2

Improvements in Productivity

Value as Perceived by Customers1

2

3

4

5

6

7

Honouring

commitments

Delivering

the promise

Partnering Value for

money

Servicing

emerging

needs

Value

R a t i n g s o n

7

p o i n t s c a l e

Jul-

99

Sep-

99

Nov-

99

Jan-

00

Mar-

00

May-

00

Jul-

00

Sep-

00

Nov-

00

Jan-

01

Mar-

01

May-

01

P r o d

u c t i v i t y ( F P / p - m o n t h )

Caper Jones 2000 Productivity Benchmark

Jul-

99

Sep-

99

Nov-

99

Jan-

00

Mar-

00

May-

00

Jul-

00

Sep-

00

Nov-

00

Jan-

01

Mar-

01

May-

01

P r o d

u c t i v i t y ( F P / p - m n t h )

Caper Jones 2000 Productivity Benchmark



Delivery Response

Robust Deployment

Sustenance through

Systems

Variable Cost

Productivity

CMM & Six Sigma: Components of Delivery Excellence

Customer Value

ReduceProject

Cost

ReduceMaintenance

Cost

IncreaseProductivity

ReduceTime

To Market

ReduceLife cycle

Cost

StrengthenPartnership

IncreaseReliability

ReduceResponse

Time

IncreasePredictability



Robust Deployment: ROFO - A Unique Approach

Partnering process

definitions

Leadership inprocess deployment

Driving process

evolution

Senior ManagementReviews

Deployment is the responsibility of Delivery

Quality Department Delivery

Practice Units

Working Groups for Process Definition

SQA SEPG

Delivery

Excellence

Managers

PSQA

80+

9947

10+ 200+

25+

WG1 WG2 WG3 WG4 WG n

250

Internal Auditors

Process Council

800+



Integrated Project Management System

Transforming Intranet into a decision enabler

Project HealthVisibility

Hierarchical Views

On Line Tracking

Project Budgeting

Life Cycle Improvement

ProposalManagement

ContractManagementResource

Management

ProjectManagement

DefectTracking

ProcessManagement

AuditManagement



Supporting Cost Leadership ….

Variable Cost Productivity

1 1 0 0 7 5 5 0 2 5 0 - 2 5 - 5 0

P r o d u c t i v i t y 2 0 0 0

3 0 0 2 0 0 1 0 0 0 - 1 0 0

P r o d u c t i v i t y 2 0 0 1

Productivity increases by 10 %

Effort

0 1 0 2 0 3 0 4 0 5 0 6 0 7 0 8 0

U S L

Variable Cost 2000

1 6 3 6 6 4

U S L

Variable Cost 2001

Variable costs decreases by 5 %

ReworkReviewTestingTraining





Business Process Excellence

Select

Process

Define

As-Is

Develop

Should-Be

Detail

Design

Implement

Process

Monitor

Results

Motorola Six Sigma CFPM Process

Order through Receipt Process»Revenue gain > $ 1 Million

»15% Reduction in renewal time

Talent Deployment Process»96% Readiness In < 22 Days

»70% internal customers > satisfied

Customer Relationship Process»Customer Management Skills

»Relationship Management Process

»Project Initiation Process



Management Process Excellence

Customer and Market Focused Strategy and Action PlansCustomer and Market Focused Strategy and Action Plans

ResultsTriad

LeadershipTriad

2

StrategicPlanning

2

StrategicPlanning

1Leadership

1Leadership

3

Customer andMarket Focus

3

Customer andMarket Focus

5

Human ResourceFocus

5

Human ResourceFocus

6

ProcessManagement

6

ProcessManagement

7BusinessResults

7BusinessResults

4

Information And Analysis

4

Information And Analysis

Guiding Evolution To World-Class Management Practices

Infosys Leadership System

Customer Value Measurement Support Quality System

Benchmarking - Jugalbandhi

IMC Ramakris hna Bajaj Aw ard

0

250

500

750

1000

A s s e

s s m e n t S c o r e

Scores 450 525 750

MBNQA 1 MBNQA 2 IMC Award


0

250

500

750

1000

A s s e


Scores 450 525 750



0

250

500

750

1000

A s s e


Scores 450 525 750




Coming together to Deliver Customer Value

APAC CAPS CENA ES ESCP EURP SONA WENA

S a t i s f a c t i o n R a t i n g

Customer Satisfaction Internal Partner Satisfaction





Quality Process Consulting

A value added service for key customers

To strengthen selected customer relationships

Based on actual implementation experience

A testimonial of customer confidence in Infosys quality



To Summarize

Core Processes

Leveraging CMM Level 5

Management Processes

Baldr ige Framewo rk

Business Processes

Six Sigma CFPM



Thank You

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Am2001 Quality Final

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