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Leveraging Quality Processes In Technology Businesses. Satyendra Kumar Padmanabha Rao. 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.

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Leveraging Quality Processes In Technology Businesses

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Leveraging quality processes in technology businesses

Leveraging Quality ProcessesIn Technology Businesses

Satyendra Kumar

Padmanabha Rao


Leveraging quality processes in technology businesses

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

Excellence @ Infosys


Infosys excellence initiative

Management Processes

Baldrige Framework

Core Processes

Leveraging CMM Level 5

Business Processes

Six Sigma CFPM

Infosys Excellence Initiative


Defect prevention

2.5

Industry Average

Industry Average

Level 4 Companies

Level 4 Companies

2

Reduction in Defect Injection

1.5

Industry Average

Industry Average

Defects / Person Hour

Level 5 Companies

Level 5 Companies

1

0.5

Infosys

Infosys

0

Identify Common

Identify Common

Nov-

Mar-

Jul-

Oct-

Jul-

Sep-

May-

Jan-

Defect Types

Defect Types

97

98

98

98

99

99

00

01

Implement

Project Level

Implement

Prioritize

Prioritize

Monitor Results

Organization Wide

Monitor Results

Find Solutions

Find Solutions

And Pilot

And Pilot

Reduction in Delivered Defects

Defect Prevention


Process change management

Improvements in Productivity

Productivity (FP/p-mnth)

Productivity (FP/p-month)

Measure

Caper Jones 2000 Productivity Benchmark

5

5

Caper Jones 2000 Productivity Benchmark

Effectiveness

Deploy

6

6

Jul-

Sep-

Nov-

Jan-

Mar-

May-

Jul-

Sep-

Nov-

Jan-

Mar-

May-

Jul-

Sep-

Nov-

Jan-

Mar-

May-

Jul-

Sep-

Nov-

Jan-

Mar-

May-

99

99

99

00

00

00

00

00

00

01

01

01

4

4

99

99

99

00

00

00

00

00

00

01

01

01

1

1

2

2

Monitor

PL Suggestions

Enable

Progress

Deployment

7

6

Prioritize

5

Form Team

Ratings on 7 point scale

4

Pilot

3

3

3

2

Value as Perceived by Customers

1

Honouring

Delivering

Partnering

Value for

Servicing

commitments

the promise

money

emerging

needs

Value

Process Change Management


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

CMM & Six Sigma: Components of Delivery Excellence


Robust deployment rofo a unique approach

Partnering process definitions

Leadership in process deployment

Driving process evolution

Senior Management Reviews

Quality Department

Delivery

80+

Practice Units

9947

SQA

SEPG

Delivery

PSQA

Internal

800+

Excellence

Auditors

10+

200+

Managers

Process Council

Working Groups for Process Definition

25+

WG1

WG2

WG3

WG4

WG n

250

Robust Deployment: ROFO - A Unique Approach

Deployment is the responsibility of Delivery


Integrated project management system

Contract

Management

Resource

Management

Proposal

Management

Project Health

Visibility

Hierarchical Views

On Line Tracking

Project Budgeting

Life Cycle Improvement

Project

Management

Audit

Management

Defect

Tracking

Process

Management

Integrated Project Management System

Transforming Intranet into a decision enabler


Variable cost productivity

P

r

o

d

u

c

t

i

v

i

t

y

2

0

0

0

P

r

o

d

u

c

t

i

v

i

t

y

2

0

0

1

Effort

-

5

-

2

5

0

2

5

5

0

7

5

1

0

0

1

0

-

1

0

0

0

1

0

0

2

0

0

3

0

0

Productivity increases by 10 %

Variable costs decreases by 5 %

Variable Cost 2001

Variable Cost 2000

Rework

Review

Testing

Training

U

S

L

U

S

L

1

6

3

6

6

4

0

1

0

2

0

3

0

4

0

5

0

6

0

7

0

8

0

Variable Cost Productivity

Supporting Cost Leadership ….


Reducing total cost of ownership

Schedule Slip % CY 2000

Delivered defects % CY 2000

Process Data

USL8.00000

Target*

LSL0.00000

Mean8.84286

Sample N77

St Dev (Overall)11.3541

Observed Performance

%<LSL0.00

%>USL35.06

%Total35.06

Process Data

USL20.0000

Target*

LSL10.0000

Mean19.6024

Sample N103

St Dev (Overall)35.5838

Observed Performance

%<LSL50.49

%>USL32.04

%Total82.52

LSL USL

LSL USL

0

-

2

0

2

0

4

0

6

0

8

0

1

0

0

-

5

0

0

5

0

Schedule Slip % CY 2001

Sqrt of Delivered defects % CY 2001

Process Data

USL20.0000

Target*

LSL10.0000

Mean3.7494

Sample N25

St Dev (Overall)13.1715

Observed Performance

%<LSL68.00

%>USL12.00

%Total80.00

Process Data

USL3.00000

Target*

LSL0.00000

Mean1.81403

Sample N15

St Dev (Overall)1.23112

Observed Performance

%<LSL0.00

%>USL20.00

%Total20.00

LSL USL

LSL USL

-4

-

1

0

1

4

9

14

25

36

-

4

0

-

3

0

-

2

0

-

1

0

0

1

0

2

0

3

0

4

0

Mean delivered defects

down to 3.8 % from 8.8%

Mean schedule slip

down to 3.7 % from 19.6%

Reducing Total Cost of Ownership


Business process excellence

  • Order through Receipt Process

    • Revenue gain > $ 1 Million

    • 15% Reduction in renewal time

Define

As-Is

Develop

Should-Be

Select

Process

Detail

Design

Monitor

Results

Implement

Process

Motorola Six Sigma CFPM Process

Business Process Excellence

  • Customer Relationship Process

    • Customer Management Skills

    • Relationship Management Process

    • Project Initiation Process

  • Talent Deployment Process

    • 96% Readiness In < 22 Days

    • 70% internal customers > satisfied


Management process excellence

1000

1000

1000

750

750

750

500

500

500

Assessment Score

Assessment Score

Assessment Score

250

250

250

0

0

0

MBNQA 1

MBNQA 1

MBNQA 1

MBNQA 2

MBNQA 2

MBNQA 2

IMC Award

IMC Award

IMC Award

450

450

450

525

525

525

750

750

750

Scores

Scores

Scores

IMC Ramakrishna

Bajaj

Award

IMC Ramakrishna

IMC Ramakrishna

Bajaj

Bajaj

Award

Award

Guiding Evolution To World-Class Management Practices

Infosys Leadership System

Benchmarking - Jugalbandhi

Customer Value Measurement

Support Quality System

Management Process Excellence


Coming together to deliver customer value

Satisfaction Rating

APAC

CAPS

CENA

ES

ESCP

EURP

SONA

WENA

Customer Satisfaction

Internal Partner Satisfaction

Coming together to Deliver Customer Value


Voice of the customer

100%

100%

80%

80%

60%

60%

Measures of customer loyalty

Measures Of Customer Loyalty

40%

40%

20%

20%

100%

100%

0%

0%

1996

1996

1997

1997

1998

1998

1999

1999

2000

2000

80%

80%

60%

60%

40%

40%

Customer more than satisfied

Customer More Than Satisfied

20%

20%

0%

0%

Met Needs

Met Needs

Recommend

Recommend

Consider

Consider

Better

Better

Voice of the Customer


Quality process consulting

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

To Summarize


Leveraging quality processes in technology businesses

Thank You


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