TQM in Infosys

By
Onkar Mayekar

TQM in service

Quality of service
Process of service
Service quality
System crash

Approaches of six sigma

DMAIC

(Define,Measure,Analysis,Improve &
control)
THIS IS ORGANIZATIONAL BASED
DMADV(Define,Measure,Analyze, Develope, &
Verify)
THIS IS BASED ON CUSTOMER NEEDS AND
SATIFACTIONS

Introduction to Infosys

Established by N. R. Narayana Murthy and six engineers in Pune

Startedin 1981 by seven people with US$ 250,headquartered in

Bangalore, India

Revenues of US$ of 8.25 billion, profit US$1.75 billion & total

Asset of 9.53 billion

First IT Company from India to be listed on NASDAQ.

First Indian Company to Introduce Employee Stock Options(ESOP)

program

Offices in Germany, Sweden, Belgium, Australia, Canada ,China

and two development centers in the US

Employee strength grows to over 160,405

Products and services

Finacle
Flypp
Infosys Edge
Infosys HIMI
Infosys MaskIT
Health Benefit Exchange
Infosys mConnect
Infosys Research On Demand
Infosys Unified
Communication and
Collaboration (UC)
iTransform
Supply Chain Visibility
Products Offering

ApplicationDevelopment
&Maintenance,

Corporate Performance
Management,

Enterprise Quality Services

Infrastructure Services

Packages Application
Services

Product Engineering

Systems Integration

Service Offering

Challenges faced by Infosys

Fixed Price base: number of resources utilized

in inversely proportional to the project profit
margins. Provides flexibility in deciding the
number of resources.

Service Level Agreement (SLA): SLA leads to

penalty and hence loss of revenue for the
vendor, making it essential to put a control
mechanism in place which keeps a strict
vigilance on SLA

Increased turnaround time (TAT): time taken

for incident creation to its closure. It is
related to the SLA of an incident

Problem - Definition

Critical Success Factors

Reduction in turn around time: Lead to

cash(L2C) and Trouble to resolve(T2R),
L2C TAT has direct impact on revenue.
T2R whereas customer delight is a stake
Reduction in volume of incidents : change in
technology led to exponential increase in
volume of incidents
Resource Optimization : customer is adopting
Multi-vendor theory in order to maintain cost
pressure on the service provider
Customer Delight: right solution to the
customer in first go itself. Right First Time

Analysis Phase

1.
2.
3.
4.
5.

SLA:
Lack of code reusability
Critical repetitive incident being handled
differently
Delayed action on incidents accepted
Dependency on other interfaces
Lack of knowledge sharing in the team

Pareto Analysis

Analysis - continuation

Turnaround time (TAT) : Define in various

ways based on project specific scenarios. TAT
is analyzed to determine the key cause of
increase in incident cycle time.
Volume of incidents : to facilitate the
reduction in number of incidents

Improvement Phase Strategy

Catalogue

This phase entails formulation of solution for the issues

identified and implementing them in the project.

Control Phase

Weekly Status Report

Analysis of incident
On-call resolution
Process knowledge

Employee Engagement Platform

Effective collaboration through the real-time

sharing of information and ideas
Sharing thoughts, perspectives and data with
the growth of geographical boundaries
Increase employee productivity & continuous
innovation.

Solution

Skill management
Sales collaboration
Employee network management
Knowledge networks
Employee on-boarding
Alumni networks

Architect diagram

SocialEdge Context Engine

Powers the employee engagement platforms by

automatically providing suggestions and recommendations
in six default dimensions

After Implementation

1.
2.
3.

1.

Reduction in SLA Misses

Reduction of number incidents being solved
within time
Time was saved per incident
Increase in number of incidents being
solved
Reduction in incident Volume
Efficient use of resources and efforts spend
by resources

THANK YOU