Enhancing the Business Competitiveness of our Clients

1. Enhancing the Business Competitiveness of our Clients Corporate Presentation Maruthi Quality Management Services Pvt. Ltd. 15-May-2009

2. Questions relevant to Organizations (1 of 3) • What can be done to implement processes AND retain creativity? • Is the next breakthrough planned? • While having a technical focus, how is knowledge retained and managed? • What is the re-use strategy e.g. what is the percentage? • Is the technical infrastructure advanced enough for future products? • How quickly does customization happen; any repeating defects? • What is the progress against plans towards being leaders in innovation? • What is the potential/realized saving due to process innovation? • What do formal benchmarking studies against competition reveal? • What was contribution towards quality standards for engineering industry?

3. Questions relevant to Organizations (2 of 3) • Are Customer Care/Services processes performing as required? • What are the main findings post implementation of projects? • Are customer satisfaction and retention studies stratified (e.g. OEMs etc.)? • Are trends from field failures being analyzed? • Are ideas from customers translated into products/services? • What is the overall adherence to time lines? • Are the products and services performing to market standards or beyond? • Are Critical to Quality parameters defined with stakeholders? • What are actual against target metrics for reliability? • What are the formal techniques to assess & elicit customer requirements? • Are new product lines, tools, architectures or vendors formally evaluated? • Are the new products launched in the markets as per schedule? • Is there a metrics based improvement planned for Services? • What is the plan to improve the design validation process?

4. Questions relevant to Organizations (3 of 3) • Are staff feeling eustrssed and not “burnt out” ? • Is there Project Impact Analysis conducted with proper estimation methods? • Is project staffing static or dynamic i.e. against competency required? • Do staff having a feeling of integration? • While Organizations conducts public courses, what are the continuous learning initiatives for staff and is there measurable progress e.g. skill matrix score etc.? • Is there formal stakeholders management ? • Are there strategic plans to improve Organizations competitiveness? • Are the overall systemic steps to increase the current EBT/Revenues? • Are shareholders expressing a feeling that they own a world class organization? • What is the strategy for integrating the requirements of Designers, Immediate customers and End customers (e.g. round tables, workshops)? Maruthi Quality can work with Organizations to uncover the answers, that shall thus enhance business competitiveness of Organizations!

5. Maruthi Quality Management Services Pvt. Ltd. Mission Engineer Quality Systems to enable highly effective business performance Quality System Services Quality System Consulting Process Design Implementation Training Improvement Interpretation Vision Be a universal beacon for Business Excellence and Quality Management Forte Design, deployment and improvement of processes ensuring alignment to business & compliance to reference Models/frameworks like MBNQA, EFQM, CMMI, ISO 9000, TL 9000, ISO 13485, ISO 14001. Appropriately leverage Agile (Scrum, XP..) and 6 Sigma (DMAIC/ DFSS/ Shainin) methodologies. Test Process Improvement eServices Remote audits E-learning Process documentation Tailoring Processes Quantitative Analysis Interpretation guidance Order Quality material Technique/Tool guidance Staff Beacons shall be Innovative, Professional, Fact Based and Eustressed Unique offerings- our USP On-demand services and remote / e-Services

6. Alignment of Quality to Business There is vast potential for organizations to add a lot more Φs to their bottom line when Quality plans are aligned to their business strategy Effective adoption of an appropriate quality program make good economic sense as objective evidence demonstrates that organizations that do so outperform competitors in return on sales and growth (assets, employees) besides assuring a higher Stock price return 44% ↑ Operating income 48% ↑ Sales 37% ↑ ROI typically range from 2:1 to 10:1 (Note: ROI is calculated in several different ways) Productivity gain of > 50% Traditional approaches to process improvement require a 6-9 month cycle. MQMS shall have you leap started with our Q X Q (Quality by Quarter) approach, a unique 30/60/90 day RADAR based approach and share your gain. We provide e-enabled, on-demand and cost-effective quality management services

7. PROCESS • DEPLOYMENT • (DO) • Simulation(s) • Pilot(s) • Roll-out IMPROVE (ACT) REVIEW & MEASURE (CHECK) General Modus Operandi Rework and baseline PROCESS DEFINITION (PLAN) Review with practitioners Draft processes – Organization’s business needs – Quality References as guidance Elicit practitioners’ inputs - current strengths & issues - should be, could be Understand & leverage current practices (may be not documented!)

8. Services We support organizations in delighting their end customers by ensuring effective processes for product creation and business service. Our services include Designing, Implementing and Improving Quality System and constituent business processes, methods and tools using appropriate references. An indicative list of references is below Business Contexts Business Management & Environment perspective Frameworks APQC, Balanced Scorecard, EFQM, MBNQA, Quality Models CMMI, Test Process Improvement Methodologies 6 Sigma (DFSS/DMAIC), Shainin techniques Standards ISO 9000, ISO 13485, ISO 14001, ISO/IEC 27001,TL 9000, ISO/TS 16949

9. Quality System Consulting • A quality management system provides a set of integrated processes that ensure a common approach to the management of an organization • Our Quality System Consulting services ensures that the • QMS is consistent with organization needs and applicable reference standards • QMS and underlying working practices are appropriate for the business scenario • While the General Modus Operandi is followed in all cases, the following are the possible scenarios and specific focus areas during QS Consulting: • Existing QMS in place • Analyze trends and asses failures (both actual and potential) • Re-engineer processes or define new ones, as appropriate • Identify breakthrough initiative(s) with potential to galvanize organization • Examine optimum ROI strategy • No QMS in place • Identify most appropriate reference given organization context • Define QMS compliant to identified reference • Work with organization on the process improvement program plan • Facilitate deployment Also refer Services, e-Services and On-Demand services

10. Process Design Why use an AK 47 to kill an ant ? • Appropriate Process Design is what we guarantee – study of as is situation, determine what it should be (using current resources) and a road map for a could be (best in class, likely with different resources) • While the General Modus Operandi is followed in all cases, the following are the specific focus areas during process design: • Process must align to and help deploy strategic objectives • Use Six Sigma techniques if appropriate e.g. DFSS, DMAIC, Process FMEA • Describe of key processes and Integration points, along with their Interfaces • Identify • process owner(s) & objectives • Inputs and outputs • ETVX i.e. Entry, Task, Validation and Exit • internal and external customers • Ensure method of control and monitoring Also refer Services, e-Services and On-Demand services

11. Deployment Support • Hands on approach during process piloting / roll-out and practical alternatives shall be provided • While the General Modus Operandi is followed in all cases, the following are the some of the focus areas during process deployment: • Requirements tagging and required level of traceability • Repeatable and reproducible estimation • Early involvement of suppliers • Constant interaction with engineering e.g. architects and designers • Efficiency and Effectiveness of reviews and testing • Dipsticks with Program and Project Managers • Release and Configuration Management • Linkage of measurement program to strategy & policy • Timely and proactive quality assurance • Leverage Reuse potential • Also refer Services, e-Services and On-Demand services

12. Training • Practical case studies based on relevant Engineering principles are the bulwark of the trainings offered. Sample set of class room trainings below: • Requirements Management (4 hrs) • Effective Peer Review (4 hrs) • Introduction courses to ISO 9000/27001/14000/13485 & TL 9000 (1 day each) • Conducting Effective Internal Audits (1 day) • Introduction to CMMI (3 days, by SEI authorized personnel) • Practitioners view of CMMI (1.5 days) • Executive Overview of CMMI (0.5 days) • Supplier Management and Quality Improvement (1 day) • Verification & Validation (1 day) • Test Process Improvement (1 day) • Practical Project Management (1 day) • Release and Configuration Management (4 hrs) • Measurement and Analysis (1 day) • Basic Statistics (1 day) • Six Sigma Champions Course ( 4 hrs) • Overview of Six Sigma DMAIC/DFSS (1 day) Also refer Services, e-Services and On-Demand services

13. What could be relevant for Organizations? Industry Standards Relevant Q Model Predictable Quality of Outputs Organization’s Execution Processes Requirements EFQM/MBNQA • Suggested next steps : • Conduct an AS-IS Quick assessment – identifies the strengths & improvement areas • Prioritize on the frame of reference that is aligned to business needs • Increase awareness on the identified frames of reference through a Training • Draw up an improvement plan with key stakeholders committed and involved • Commence execution of this plan • Review progress and make course corrections

14. High Level Timelines & Ball Park Effort Estimates…. Firm commitment to attaining target improvement is possible with detailed estimates backed with action plan & schedule, post the quick assessment report One month after action planning 3 working days 3 working days monthly reviews (2 days/review) Start of Initiative Final Plan & Estimates Approach # 1 Quick Assessment Method Awareness Training & Action Plan Workshop Process Improvement Program progress review Start of Initiative Final Plan & Estimates One week after action planning 3 working days 3 working days weekly sessions (2 days/week) Approach # 2 Quick Assessment Method Awareness Training & Action Plan Workshop Process Improvement Program progress review

15. Key “Success” Factors • Top Management buy-in and commitment • Aligning the improvement project to company goals • Shared Vision e.g. 50% reduced defects attributed to software • Budgeting, resource commitment • Measurement & Review Mechanism to monitor progress • Engaged and motivated workforce interested in improvement • Communication • Policy deployment: Top Management  downward • Progress (Good and bad news) preferable by Top Mgmt

16. Contact Details Maruthi Quality Management Services Private Limited e-mail: radharamanan@maruthiquality.com Mobile: +(91) 98866 35754 Land #: +(91) (80) 2665 6109 URL: www.maruthiquality.com