CII lecture
Infosys
Business excellence journey. is from systemic one , business leaders to understand , systems within systems and if we can understand than synergies are higher , journey of reaching dreams , journey of operation , back from the society ,
Vision and value of Infosys, and excellence journey, journey is important and has produced the ends
Vision – Globally respected to all , delivering technology , customer focus , expectations and lead by example like leaders , and integrity and transparency , and pursuit of excellence ,
Capital – 250 US dollars with 7 people this Infy started with Krishnamurthy
Large organization, end to end solutions now and not only software solutions, Leverage the global delivery model and module retain and attract,
Global IT and system integration companies,
Capability attract and retain is a problem but handling well,
Global IT, Sys integration company
E-business and other they said they will grow with 200% and Infy said no we wil only do it with 100 % if tomorrow say it fails which did happen in after Y2K
Toyota a 100 billion dollar company , 1 in American Stock exchange and get CMM Level l 4, 9.5 million to 545 million dollars and a CAGR of 65% in the last years ,
Strong competency, global workforce,
Competition: - Accenture and IBM global services, only solution or consultant in IT but Infy end to end whole service it provides
Speed and Imagination and Pioneering – Global Delivering Model
ISO 9000, CMM Level 4, CMM Level 5,
Models – Six Sigma, Balanced scorecard, Malcolm BAL ridge, EFQM, PCQM, BAL ridge
CMM Level 5 -> Six Sigma,
Business resources and process management, leadership awareness, cross functional team, feedback to see, external assessment,
Rigorous evaluation, Certificate of significant achievement,
PSPD: - Predict, Sustain, Profitability and Derisking
Balanced approach, financial measures, customers related and other balanced scorecard,
Financial, learning and emotional value add,
Close call between people scalability, feedback and learning and compensation with a closed loop with the feedback mechanism,
Competencies,
Partnership
Nervous system, CRM called Simba, tracked orders through, integrated project management ERP, learning model and update model highlight system
HRM from customers, getting order, executing and people get rewarded to get the business,
Building an institution , longevity build process and not people alone , if process then make sure it is done in a way ,
Strengthening Strategic alliances, Financial and physical asset management, quality,
Process management, process change management, all change management, and names given to all the fucking different things in any organization
Process council, management council, and their talks etc
Defect rate and ratio 5% less than the benchmark results
Knowledge should be shared, software process and CMM and Software engineering, Case study of Infy, CMM and others etc
Means -- Results????
Client: - Proof of pudding – 90% repeat business, ROI, experience quotient,
Accounts receivables, best we have from 47 days to 54 days in 100 million dollars, a way to see how clients r happy with u
Culture of Excellence, leaders everywhere, makes it a way of life,
Which leg is important in a 3 legged stool?
Corporate longevity, those companies that has lasted more than 45 yearsSensitive to environment , socially cohesive in organ community and identity , internal process of change experiment and eccentricities , financially conservative and focus on ,trust among stakeholders , develop individual potential to longest extend look at stewardship not only leadership – build a group of people who under org become stronger , healthy , etc. stewardship looks into partnership in hierarchy , service oriented than self interest , bigger view of the society , 30% margins to be socially conscious, empowerment not dependency , rule the corp. , they are ultimately responsible ,
Pursuit of excellence,
Intellect driven by values – 573 to 13,000 in keeping the growth in place 73% Graduates, 25% Post graduates etc,
Technology leaders and adaptors
TCO is customer and solution we offer, Value creation – Disaster recovery, processes etc...
Gain business advantage and develop business sense in all individuals in org.
In god we trust rest of them have to bring data – you need inf. Systems
Have proves improvement process, defect management etc.
Mahindra
Scorpio -- Approach from launch to market it
Transformed Conceptualize, plan, design, source, validate, manufacture, distribute and service
Product well received,
Detroit Scorpio had been published there
Project – Global Ind. Competitive , various options for future , competitive adv lay in Utility vehicles and from local and upgrading it is not so , so developing a new model on own ,
High quality much higher than the ones prevailing at that time, at a price amongst the lowest in world so can’t use galvanized steel J
Right specification, timing
Product development: - Process discipline all times
IDEM: - Erstwhile Locus engineering now CSC -- Integrated design and manufacturing, full time multi disciplinary team, from all disciplines, Planning, Scheduling and taking out,
Cost, quality and time
IDEM to Mahindra product development systems (MPDS) – Gateways we designed – Strategic Intent (SI) , Program Approval , Design confirmation , Hard point approval , Program confirmation , Product prove out , Sign off , launch readiness , Job1 , Final status these are not milestones are passed and exited after quality of event (QoE)
To pass a gateway have lot of reviews, iterations etc.
Specific action plan, gateway is detailed, TPWP – total project work package status is for PP and SO gateway
Variants have to be recorded, product monitoring, task was clearly defined and executed and monitored, at project cost and deliverables
Target Costing of what the target cost should be financial targets, sales volumes and broke down to chassis, body, etc to subsystems etc
Design for cost, Design for Manuf. analysis, QFD, Quality loss function, FMEA, control conversions
1) Opportunity evaluation – M.Imp phase – Project , target cost ,
QFD – CFT – Cust req were? Open ended at 1 then mapping and survey properly done, Cust. Importance, Market concepts, concept design, cust validation, financial etc (9 Months)
Spider charts, etc.
Details, segmentation etc and spend 600 crores with Project Scorpio; team hadn’t done product management before
2) Design and Development :- Prototype design , innovative team structure kernel was which operational cross functional teams 19 system teams ,
System teams, same process discipline, chassis zone, body zones, drive line etc.
Body – 2 parallel tracks, styling and engineering ran concurrently
Styling – simple ideation, rendering, scale model, tape drawing, Full design, FRP See through model
Most vehicle – Armada, flat wind screen, vertical grill, straight waistline, etc. to Scorpio
Final model, surfaced panel, CFC poly ureal,
STA – Supplier technical assistance – without FEMA and used AQP (Advanced quality product)
SDS – Suppliers are given this, DVP – Design verification plan (Validation), PSW, DVPNR (Report after completing), Validation -- 1 Million KM, high speed durability test,
3) Implementation phase – Starts at 3-4 months in design , build phases ,
Why analysis – Unpromising , vehicle , promising issue , bad quality vehicle in disaster I anyone life look at Ram and his dad dying due to bad vehicle and the Ramayana etc. J
2000 tonnes, link motion, 1000 and 800 tonnes, capacity, dyes are made of Fuji, Mayesdu and own die shop,
Model identification system, Lipton Shaft system , Auto feed mechanism from one to other line , automatically on press, 1 Body everyday and 200 are checked , tolerances and Master control points , 97% integrity achieved
BIW – Int and Ext. customers
Cathodic electrode deposition, automatic painting with 11 color lines,
TCF – Trim, Chassis and Final, Electrical overhead monorail sys. ,
Dynamic wheel aligner – Forey automation USA
Static built to TTO (Time Trial out), BOM and get a hang of it, time standards and method of it
Pre production build and TTO are different
Fit and Finish – Evaluation
Mahindra quality system – Quality of business processes , enduring structure , it started about 12 years back , quality for deployment , quality for vale added etc.
Inspection to preventive to value added quality to BPR reengineering
Competitive quality make a team etc...
MQS
1) MPDS – Mah. Product develops. Sys – (PDCA – Product Design etc.) Vehicle develop sys and power train develop sys.(serial , control upstream , less visible)
Corporate, customer and regulatory requirements
TVS
Total quality, journey of no terminus, peeling the onions to discover more layers and layers
Quality, competitiveness and excellence,
Master piece is created with being a mindset with no Egos
Quality of mind with the quality of the job done
Serene Mind, we can make it happen you change and everything else will change
GE
GE is 125 year old company, 126 Billion high tech products and technology is the key to the growth of the company
Worlds largest and most diversifies in the world lab – light bulb, man made diamonds, digital x-ray
1900 the lab started
Citi Q – Customer measures to quality
Increase your margin and increase your share
GE suppliers found out that whole gamut of engine for Boeing – 777
New engine for 777 cover the whole gamut sole supplier in version 400 and 300
1) Quality Initiative – Six Sigma – DB approach all things
2) Digitization – data to drive quality
Average co in 3.5 Sigma and world class at 5 – 5.5 sigma which is 100 ppm
External – chance to lose customer, 6 sigma which is the break even point, by capability you are able to shift this point and reduce the cost, so from a reactive quality to proactive quality,
Prevention then plan processes, cost is lower, every single process has some type of distribution, mean, standard deviation etc.
Reduce variation,
Airplanes about ½ failure about 100 flights, 35 to 50,000 lost items per million when airlines lose your luggage
3.5 sigma process it is possible, so reduction of about a factor 2 and improvement in quality to about 20,000
GE - synonymous with change and evolution and with 6 sigma with GE
From production to floor shop to asset utilization so focus in product design
Outside empower – focusing on customer and understanding what is going to be good for my customer
ACFC – At the customer for the customer – with our customer’s product
Process optimization , very important to understand is reducing variation and not changing the mean , so 6 sigma has taught us is reduce the variation and then do pretty much anything
Process area – Base line what are you doing today to processes , find out the entitlement of the process , and then see the benchmark – detailed fact logical to a know standard
In the production phase to revert is extremely complicated and expensive from reactive to productive design quality
Building, testing, measuring, CitiQ (Cust. Requirement) and flow them down
Influencing my customer requirement
Process capability flow out and go reverse way
Spoken and Unspoken needs do not miss those
But unknown needs are the most difficult but will give edge over competitors and WOW your customer
Cust. Centricity – company is focused on Door to Door (DTD),
Understand the charter then you go into performance and getting data of what you want to do then analyzing you know a lot more
Then control improvement, 2 ways of doing it
DIGC – Design Measure Analysis Improve Control
DFSS – for Design
Rigor of getting it to everyone in the organization
Master Black belts, yellow and green belts
Barrier busters – If resistance the black belts can help you
Mkt Opport, Innovation, DFSS product, DMAIC
Light Speed Citi Scanner –
Hospitals machines – faster and better, reliable, improve comfort, competitiveness
Sell no. of scans, tubes live long, everything we do,
Understanding what customer wants, excitement needs, develop solutions to target to needs and use technology to use this needs
No comments:
Post a Comment