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Leveraging Quality Processes In Technology Businesses

Satyendra Kumar Padmanabha Rao

Excellence @ Infosys

Infosys Excellence Initiative 2000

2001 - 9947 employees

5
CMM Level 5 in 1999 1999 - 4000 employees

CMM Level 4 in 1997 1997 - 2500 Employees

ISO 9001 Certification 1993 - 1000 Employees

Infosys Excellence Initiative


Management Processes Baldrige Framework

Core Processes Leveraging CMM Level 5

Business Processes Six Sigma CFPM

Defect Prevention
Defects / Person Hour

2.5
2 1.5

Industry Average Level Level 4 4 Companies Companies


Industry Average Level 5 Companies

Reduction in Defect Injection

1
0.5 0
Infosys

Identify Identify Common Common Defect Defect Types Types


Implement Implement Monitor Monitor Results Results Project Level Organization Wide Find Find Solutions Solutions And And Pilot Pilot Prioritize Prioritize

Nov- Mar- Jul97 98 98

Oct- Jul- Sep- May- Jan98 99 99 00 01

Delivered defects / function points

0.15

Caper Jones 2000 Level 4 Benchmark


0.10

0.05

Caper Jones 2000 Level 5 Benchmark

Reduction in Delivered Defects

0.00

Nov- Mar97 98

Jul98

Oct98

Jul99

Sep- May- Jan99 00 01

Process Change Management


Improvements in Productivity
(FP/p-month) Productivity (FP/p-mnth)

5 6 1 4

Caper Jones 2000 Productivity Benchmark

Jul- Sep- Nov- Jan- Mar- May- Jul- Sep- Nov- Jan- Mar- May99 99 99 00 00 00 00 00 00 01 01 01

PL Suggestions

Monitor Progress
Ratings on 7 point scale

7 6

5
4 3 2 1

Value as Perceived by Customers

Honouring commitments

Delivering the promise

Partnering

Value for money

Servicing emerging needs

Value

CMM & Six Sigma: Components of Delivery Excellence

Reduce Project Cost

Reduce Maintenance Cost

Increase Productivity

Robust Deployment

Reduce Time To Market

Reduce Life cycle Cost

Strengthen Partnership

Sustenance through Systems

Increase Reliability

Reduce Response Time

Increase Predictability

Variable Cost Productivity

Customer Value

Delivery Response

Robust Deployment: ROFO - A Unique Approach


Quality Department 80+ Delivery Practice Units 9947

Partnering process definitions Leadership in process deployment Driving process evolution Senior Management Reviews

SQA

SEPG Delivery Excellence 10+ Managers PSQA 200+ Internal Auditors 800+

Process Council

25+

Working Groups for Process Definition

WG4 WG n

WG1

WG2

WG3 250

Deployment is the responsibility of Delivery

Integrated Project Management System


Contract Management Proposal Management

Resource Management

Project Management

Project Health Visibility Hierarchical Views On Line Tracking Project Budgeting Life Cycle Improvement
Defect Tracking

Audit Management

Process Management

Transforming Intranet into a decision enabler

Variable Cost Productivity


Productivity 2 000 Productivity 2001

Effort

-50

- 25

25

50

75

100

-100

100

200

300

Productivity increases by 10 % Variable costs decreases by 5 %


Variable Cost 2000 Variable Cost 2001
US L

Rework Review Testing Training


0 10 20 30 40 50

USL

16

36

64

60

70

80

Supporting Cost Leadership .

Reducing Total Cost of Ownership


Schedule Slip % CY 2000
Process Data USL 20.0000 Target * LSL 10.0000 Mean 19.6024 Sample N 103 St Dev (Overall) 35.5838 Observed Performance %<LSL 50.49 %>USL 32.04 %Total 82.52

Delivered defects % CY 2000


Process Data USL 8.00000 Target * LSL 0.00000 Mean 8.84286 Sample N 77 St Dev (Overall) 11.3541 Observed Performance %<LSL 0.00 %>USL 35.06 %Total 35.06
-20 0 20 40 60 80

LSL USL

LSL USL

100

-50

50

Schedule Slip % CY 2001


Process Data USL 20.0000 Target * LSL 10.0000 Mean 3.7494 Sample N 25 St Dev (Overall) 13.1715 Observed Performance %<LSL 68.00 %>USL 12.00 %Total 80.00
-40 -30 -20 -10 0 10 20 30 40 LSL USL

Sqrt of Delivered defects % CY 2001


Process Data USL 3.00000 Target * LSL 0.00000 Mean 1.81403 Sample N 15 St Dev (Overall) 1.23112 Observed Performance %<LSL 0.00 %>USL 20.00 %Total 20.00
-4 -1 0 1 LSL USL

14

25

36

Mean schedule slip down to 3.7 % from 19.6%

Mean delivered defects down to 3.8 % from 8.8%

Business Process Excellence


Order through Receipt Process Select Process Define As-Is Develop Should-Be
Revenue gain > $ 1 Million 15% Reduction in renewal time

Customer Relationship Process Detail Design


Customer Management Skills Relationship Management Process Project Initiation Process

Monitor Results

Implement Process

Talent Deployment Process


96% Readiness In < 22 Days 70% internal customers > satisfied

Motorola Six Sigma CFPM Process

Management Process Excellence


Customer Customerand andMarket MarketFocused FocusedStrategy Strategyand andAction ActionPlans Plans

1000 Assessment Score 750 500 250 0 Scores

22 Strategic Strategic Planning Planning 11 Leadership Leadership 33 Customer Customerand and Market MarketFocus Focus

55 Human Resource Human Resource Focus Focus 77 Business Business Results Results 66 Process Process Management Management

MBNQA 1 450

MBNQA 2 525

IMC Award 750

Leadership Triad

Results Triad

44 Information InformationAnd AndAnalysis Analysis

IMC Ramakrishna Bajaj Award

Guiding Evolution To World-Class Management Practices Infosys Leadership System Customer Value Measurement Benchmarking - Jugalbandhi Support Quality System

Coming together to Deliver Customer Value

Satisfaction Rating APAC

CAPS CENA

ES

ESCP EURP SONA WENA


Internal Partner Satisfaction

Customer Satisfaction

Voice of the Customer


100% 80% 60% 40% 20%

Measures Of Measures of Customer customerLoyalty loyalty

0%

100% 1996 1997 1998 1999 2000 80% 60%

Customer More Customer more Than than Satisfied satisfied

40% 20% 0%

Met Needs

Recommend

Consider Better

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
Management Processes Baldrige Framework

Core Processes Leveraging CMM Level 5

Business Processes
Six Sigma CFPM

Thank You