Professional Documents
Culture Documents
ORGANIZATIONAL STUDY
Infosys Technologies Pvt. Limited
Submitted by Anil Pakki
POST GRADUATION DIPLOMA IN MANAGEMENT
Anil Pakki
anilpakki7@outook.com
CHAPTER - 1
Introduction
IT/ ITES Sector
About IT/ ITES Sector - The global sourcing market in India continues to grow at a higher pace compared
to the IT-BPM industry. India is the leading sourcing destination across the world, accounting for
approximately 55 per cent market share of the US$ 185-190 billion global services sourcing business in
2017-18. Indian IT & ITeS companies have set up over 1,000 global delivery centers in about 80 countries
across the world. India has become the digital capabilities hub of the world with around 75 per cent of global
Market Size
India’s IT & ITeS industry grew to US$ 167 billion in 2017-18. Exports from the industry increased to US$
126 billion in FY18 while domestic revenues (including hardware) advanced to US$ 41 billion. Spending on
Information Technology in India is expected to grow over 9 per cent to reach US$ 87.1 billion in 2018.
Revenue from digital segment is expected to comprise 38 per cent of the forecasted US$ 350 billion
Investments/ Developments
Indian IT's core competencies and strengths have attracted significant investments from major countries.
The computer software and hardware sector in India attracted cumulative Foreign Direct Investment (FDI)
inflows worth US$ 32.23 billion between April 2000 to June 2018, according to data released by the
Leading Indian IT firms like Infosys, Wipro, TCS and Tech Mahindra, are diversifying their offerings and
showcasing leading ideas in blockchain, artificial intelligence to clients using innovation hubs, research and
Some of the major developments in the Indian IT and ITeS sector are as follows:
• Nasscom has launched an online platform which is aimed at up-skilling over 2 million technology
• As of March 2018, there were over 1,140 GICs operating out of India.
• Private Equity (PE)/Venture Capital (VC) investments in India's IT & ITeS sector reached US$ 7.6
Government Initiatives
Some of the major initiatives taken by the government to promote IT and ITeS sector in India are as
follows:
• The government has identified Information Technology as one of 12 champion service sectors for
which an action plan is being developed. Also, the government has set up a Rs 5,000 crore (US$
745.82 million) fund for realising the potential of these champion service sectors.
• As a part of Union Budget 2018-19, NITI Aayog is going to set up a national level programme that will
enable efforts in AI and will help in leveraging AI technology for development works in the country.
Achievements
Following are the achievements of the government during 2017-18:
• IT exports from India are expected to reach highest ever mark of US$ 126 billion in 2017-18.
• Highest ever revenue was generated by Indian IT firms at US$ 167 billion in 2017-18.
Road Ahead
India is the topmost offshoring destination for IT companies across the world. Having proven its
capabilities in delivering both on-shore and off-shore services to global clients, emerging technologies
now offer an entire new gamut of opportunities for top IT firms in India. Export revenue of the industry is
expected to grow 7-9 per cent year-on-year to US$ 135-137 billion in FY19. The industry is expected to
grow to US$ 350 billion by 2025 and BPM is expected to account for US$ 50-55 billion out of the total
revenue
CHAPTER - 2
An Organization is a social arrangement that pursues collective goals, which controls its own
performance, and which has a boundary separating it from its environment. Organization is the
association formed by a group of people who see that there are benefits available from working
together towards common goal. Organizational study refers to the study of organization as a whole and
getting adequate knowledge with various departments in the organization. I have done my
organizational study in Vivanta by Taj hotel. As being a fresher this study is definitely
going to help me in different aspects. This will also help me in the internship because now I have a
Basically this study helps students to get a practical experience than the theory. Because of this study
students already have knowledge about the organization. It also enhances the skills of decision
making, practical situation, and better knowledge about management. It provides a road map to our
o Employees can use this knowledge to increase their own job satisfaction and improve work
performance.
o Managers can use organizational behavior to accomplish goals and help employees achieve optimal
performance. More importantly, learning about organizational behavior will help you to understand your
own behaviors, attitudes, ethical views, and performance, as well as those of the people with whom
you'll be working. This type of knowledge will assist you in working effectively with managers,
o It builds better relationship by achieving people, organizational, and social objectives. It covers a wide
array of human resource like behavior, training and development, change management, leadership,
teams etc.
Infosys Technologies Ltd. is a software development company with headquarters in Electronics City,
Bangalore, India, an area known as 'India's Silicon Valley' for its concentration of high-tech multinational
and Indian companies. Cofounded by Chairman and CEO N.R. Narayana Murthy, Infosys Technologies
has accomplished a number of firsts for an Indian company, including becoming the first to be listed on an
American stock exchange and the first to offer an employee stock option plan (ESOP). About 500
employees have become millionaires as a result of the company's ESOP. In 2000 the firm's international
client base included 200 American firms, for which Infosys Technologies provided software for enterprise
resource planning (ERP), Y2K compliance, electronic commerce, and other applications.
Chronology
Key Dates:
• 1993: Company issues stock through public offerings on three stock exchanges in India.
• 1999: Infosys becomes the first India-based public company to be listed on an American
stock exchange, the NASDAQ
Additional Details
• Incorporated: 1981
• Employees: 2,25,501
Infosys' Aim
“To be a globally respected corporation that provides best-of-breed business solutions, leveraging
Infosys does not just want to be a corporation which just focuses on increasing its business and
revenue, rather its vision is to be a corporation which provides best business solution by indulging
best talented people and eventually to become a reputed and respected corporation.
Infosys' Objective
"To achieve our objectives in an environment of fairness, honesty, and courtesy towards our clients,
Infosys has made his footprint globally with offices and development centers across the world. It
has expanded its business globally by operating in 28 countries which covers Europe, America,
growth.
Services offered:
Infosys follows a blended offering of onsite high-quality business consulting and offsite impeccable
technology implementation. This eventually reduces the cost of taking the entire team of business
consultants to a client site. In the application services, they offer application development,
maintenance and modernization. They focus on delivering high quality, flexible applications that are
easy to maintain. To deliver a world class process outsourcing, Infosys’ BPO services combine
In terms of industry segment, Infosys offers services to many industries which includes
The Infosys Communications, Media and Entertainment practice offers Product Lifecycle
Management (PLM) solutions to boost operational efficiency and rationalize development costs for
bundled products. We connect the Business Support System (BSS) and provisioning layers, and
create web interfaces between enterprise catalog and sales / order management systems to enable
runtime order validation and enrichment. Significantly, online retrieval of catalog information supports
predefined structures and components of TM Forum Frameworks to define PLM processes, catalog
services, and boundaries / functionalities. We create product modeling frameworks for active catalog
Infosys preloads fulfillment logic in active catalog solutions, which enables customized product
and service inventory management. Our tools for specification management and abstraction of
products, services and resources include commercial, functional, technical, physical, and virtual
dimensions of products. Significantly, our componentized data models facilitate reuse of product and
The Information Technology industry has gained a brand image as knowledge economy due to its
development from software exporter to providing IT services to IT enabled services (BPO segment).
The sector has been consistently contributing to India’s GDP from 1.2% in the FY 1998 to 7.5% in the
FY 2012. According to NASSCOM, the IT – BPO sector in India has aggregated revenues of US $100
billion in FY 2012, where export comprises of US $ 69.1 billion and US $ 31.7 billion respectively
growing by over 9 %. The cities that account nearly 90% of this sectors export are Bangalore,
Chennai, Hyderabad, Delhi, Mumbai and Kolkata. IT industry has registered a notable growth because
of the rich and varied expansion into verticals, well –differentiated service offerings and Increasing growth
policies, rich and burgeoning demand conditions, healthy growth of the related industries and competitive
environment prevalent in the industry. The interplay of these forces has put the industry on the global
map.
Industry Segmentation
• Software
• IT Services
[
Growth of the Industry
The Indian IT industry h a s been growing at a rapid pace by offering a wide range of
products and services. It is moving slowly and steadily from the exports of lower end
1. IT Software
2. IT Services:
India is an expert in providing customized IT services to the clients. These services have
always dominated the Indian IT i n d u s t r y . It was accounting for more than 60% in the
▪ IT outsourcing and
Infosys Ltd is a company which was started in the year 1981 by seven people with the investment of US
$ 250. It is the second largest software exporter company to be listed on NASDAQ 100 index in the
year 1992. Successively f or the years 2001, 2002 and 2003, the company won the National award
for excellence in corporate governance conferred by the Government of India. Infosys Ltd. continues
to be a benchmark in the aspect of corporate governance for its highly transparent disclosure
practices. It believes that the success of the company depends on sound governance. It aims to
attain the performance rules with integrity and honesty. For Infosys Ltd., Cor porate Governance is a
reflection of its culture, policies, and the relationship it shares with the shareholders and the commitment
it has to ethical values. It aims to consistently intensify its efforts to enhance long term- shareholder value
and respect minority rights in all the business decisions. The Board exercises its responsibilities
in the widest sense of the term. ICRA has a s s i g n e d CGR1 for the corporate governance practices
followed by Infosys Ltd. CRISIL has also assigned high ratings as CRISIL GVC Level 1. The company
has complied with the requirements of Revised clause 49 of Listing Agreement incorporated by SEBI
Governance Philosophy:
1. To follow the Indian law as well as comply with the law of countries where it is
operating in letter and spirit.
companies in finance, insurance, manufacturing and other domains. One of its known products
is Finacle which is a universal banking solution with various modules for retail & corporate
banking
• Skava
2.7 Customers of the Organization
Company's Vision Towards Building Tomorrow's Enterprise. Simplified name and reorganization facilitate
In line with its vision for Building Tomorrow's Enterprise, Infosys Ltd. (NASDAQ: INFY) recently
completed its reorganization initiative to address the company's transition into the next generation of
global consulting and technology services. This furthers the company's focus to create measurable
business value for clients through a combination of transformation, innovation and operation services.
Infosys also announced it has changed its name to Infosys from Infosys Technologies to more accurately
reflect the company's evolution over the last 30 years from technology services to business-led
"Organizationally, Infosys has fully integrated its deep industry domain expertise with its award-winning
enterprise solutions and technology services to accelerate decision-making and increase solution
flexibility for our customers," said S.Gopalakrishnan, Chief Executive Officer and Managing Director,
Infosys Limited.
The reorganization consolidated and strengthened the Industry Sector Units to have end-to-end
capability and global responsibility. This new go-to market approach enables the company to spur
revenue growth, innovation and efficiency across the client base, and to address major business trends
such as digital consumer, mobility, sustainability and cloud computing. These teams now have full sales
and delivery capability and complete client ownership across Infosys offerings.
To complement the new business unit structure, Infosys has consolidated its service lines and solutions
• Consulting and Systems Integration comprising consulting, enterprise solutions, systems integration
• Products, Platforms and Solutions to accelerate intellectual property led innovation. The head for
Industry Sector Units will have a practice lead and embedded teams for all of these groups. Each
Service & Innovation Group leader will span across units to ensure the over-arching strategy and
Finacle, BPO and Product Engineering continue to operate as before. Infosys Public Services is a new
subsidiary chartered to address US government entities. We have also integrated our healthcare
provider portfolio as part of Infosys Public Services. India as our global headquarters domestic market
"The catalyst for this change has been the continued evolution of our capabilities as we continue to
drive the new generation model of global consulting and technology services. The new structure aligns
*The company name change to Infosys has been affected at the corporate headquarters in India and
the process of registering the new name has been initiated globally.
2.8 Departments of Organization
ORGANIZATION CHART
1. INDUSTRY SEGMENTS
Retail CPG and Logistics, Energy Communication, Utilities and Services, Manufacturing and
Resources, Financial Services, Healthcare Insurance and Life Sciences, Infosys Public Services
and Finacle
2. SERVICE LINES
Data and Analytics, Enterprise Application Package Services, Cloud and Infrastructure
Development, Digital Experience, Engineering Services, Infosys BPO, Edge Verve and Platforms
Commercial, Corporate Design, Marketing, Strategic Operations (Corporate Strategy & Risk
Management, Mergers & Acquisitions), Data Privacy, Finance, Human Resource Development,
4. VERTICALS
Energy, Communications and Services, Financial Services, Cards and Payments, Healthcare,
• Operations Process Design: Infosys helps define new processes and redesign existing
business processes as CSPs launch new IP-based services, leveraging a combination of business
process, IP and telecom expertise Customer service enhancement: The Infosys Scenario-Based
Customer Service solution incorporates a framework for process, technology and organizational
change framework, enabling CSPs to transform the customer service experience. In addition, Infosys
OSS / BSS enhancement: As CSPs re-architect their systems landscape and redirect
investments to strategic systems and solutions, Infosys provides services and solutions that facilitate
relevant to the agenda of our clients, while generating profitable growth for our investors. In
order to do this, we will apply the priorities of ‘renew’ and ‘new’ to our own business and cascade it
to everything we do. These translate to the following strategic focus areas : Build expansive, lasting
relationships with our clients by delivering differentiated market offerings: Our strategy is to
engage with clients on their large transformative programs, both in traditional IT areas as well as for
their new digital business initiatives. We expand existing client relationships by providing them with
a broad set of end-to-end service offerings and increase the size, nature and number of projects we
do with them. Our specific industry, domain, process, and technology expertise allows us to
enable clients to transform their businesses with innovative strategies and solutions. Through
our transformation service offering, which we call ‘Aikidō’, we help our clients address key aspects
of their business. Our ‘Ai’ offering, a result of our investments in building intellectual property,
helps clients leverage software- based platforms to dramatically boost productivity and to deliver
next- generation experiences to their customers. Our ‘Ki’ offering captures the know- how of
existing client technology landscapes, which we then leverage for process improvements and
transformation. With our ‘Dō’ offering, which incorporates Design Thinking concepts, we help
clients identify and prioritize their most significant problems and solve them in rapid, iterative and
business process management. This enables us to partner with our clients on large, multi-
year engagements.Through our Zero Distance program, we help our clients innovate and derive
more value from their projects. Zero Distance is the process of everyday innovation at Infosys
whereby all employees are expected to innovate in their individual capacities and through their
individual jobs.
Deliver solutions and services leveraging highly cost-effective models:
Model to deliver solutions and services to our clients in the most cost-effective
manner, while at the same time optimizing our cost structure to remain
consultants Robert H. Waterman Jr. And Tom peters of McKinsey & Company consulting firm. This model
is often used as an organizational study tool to assess and monitor changes in the internal situation of an
organization. Whatever the type of change – restructuring, new processes, organizational merger, new
systems, change of leadership, and so on – the model can be used to understand how the organizational
elements are interrelated, and so ensure that the wider impact of changes made in one area over other
1. Strategy - purpose of the business and the way the organization seeks to enhance its
competitive
advantage.
2. Structure - the way the organization is structured and who reports to whom.
3. Systems - the daily activities and procedures that staff members engage in to get the job done.
4. Shared Values- called "superordinate goals" when the model was first developed, these are
the
core values of the company that are evidenced in the corporate culture and the general work
ethic.
5. Skills - The organization's core competencies and distinctive capabilities.
characteristics.
7. Style - Typical behavior patterns of key groups, such as managers, and other professionals
organizations ◦ Commands Premium Margins Favours Expansions into new Developing and
2. Staff Focuses on Quality of Human Resources 90% of the Workforce are Engineers At the
Entry Level, Infosys Hires Candidates with Superior Academic Record, Technical Skills and
(ILI) for the same Open Door Policy & Continuous Sharing of Information Inputs from the
5. Shared Values ( C-LIFE ) Client value: To surpass client expectations consistently Leadership
by example: To set standards in our business and transactions, and be an exemplar for the
industry and ourselves Integrity and transparency: To be ethical, sincere, and open in all our
transactions Fairness: To be objective and transaction-oriented, and thereby earn trust and
6. Structure Follows: Free Form Organizational Structure Industry Business Unit (IBU) Concept
7. Systems Infosys has always been keen on the quality systems. Internal K-Shop portal to share
knowledge and latest technologies is one of the biggest advantages for Infosys. Infosys has
recently developed a performance portal to bring the transparency and the evaluation criteria
Strengths
• The Indian economy has lo labor cost although its economic indicators are quite weak as
• Infosys is in a strong financial position as its business turned over more than $4 billion in
2008. This strong financial position shows that its capital is expanding, and it provides the base
• The company has 44 global development centers in which most of them are located in India.
This company has offices in many developed and developing nations. This means that Infosys
is becoming a global brand and it has capability to support global operations, which it carries
Weaknesses
• Infosys struggles in the US markets on different occasions, and has particular problems in
securing United States Federal Government contracts in North America. As these contracts are
very profitable and they can be continued for long periods of time, Infosys is losing its strength
in lucrative business.
• This company is considered the big IT Company if it is compared to its Indian competitors, but
Opportunities
• The company needs to fulfill increasing demand for cloud computing services.
Threats
• The company has to face intense competition in the local markets as various local players
• Another great threat is instability of economic environment. The company can face pressure
A model was put forward by Michael. E. Porter in an article in the Harvard Business
Review in 1979. This model, known as Porter's Five Forces Model is a strategic
management tool that helps determine the competitive landscape of an industry. Each of
the five forces mentioned in the model and their strengths help strategic planners
understand the inherent profit potential within an industry. The strengths of these forces
vary across the industry to industry, which means that every industry is different regarding
the profitability and attractiveness. The structure of an industry, even though it is stable,
can change over time. These Porter’s five forces are as follows:
• Threat of New Entrants
The Porter’s Five Forces model can be used to analyse the industry in which Infosys
information analysed using the model can be used by strategic planners for Infosys Limited
This section analyses Infosys Limited using each of the five forces of Porter’s model.
• The economies of scale is fairly difficult to achieve in the industry in which Infosys Limited
operates. This makes it easier for those producing large capacitates to have a cost advantage.
It also makes production costlier for new entrants. This makes the threats of new entrants a
weaker force.
• The product differentiation is strong within the industry, where firms in the industry sell
differentiated products rather a standardised product. Customers also look for differentiated
products. There is a strong emphasis on advertising and customer services as well. All of these
factors make the threat of new entrants a weak force within this industry.
• The capital requirements within the industry are high, therefore, making it difficult for new
• The access to distribution networks is easy for new entrants, which can easily set up their
distribution channels and come into the business. With only a few retail outlets selling the
product type, it is easy for any new entrant to get its product on the shelves. All of these factors
make the threat of new entrants a strong force within this industry.
• The government policies within the industry require strict licensing and legal requirements to be
fulfilled before a company can start selling. This makes it difficult for new entrants to join the
• Infosys Limited can take advantage of the economies of scale it has within the industry, fighting
• Infosys Limited can focus on innovation to differentiate its products from that of new entrants. It
can spend on marketing to build strong brand identification. This will help it retain its customers
• The number of suppliers in the industry in which Infosys Limited operates is a lot compared to
the buyers. This means that the suppliers have less control over prices and this makes the
• The product that these suppliers provide are fairly standardised, less differentiated and have
low switching costs. This makes it easier for buyers like Infosys Limited to switch suppliers.
no other substitutes for the product other than the ones that the suppliers provide. This makes
• The suppliers do not provide a credible threat for forward integration into the industry in which
Infosys Limited operates. This makes the bargaining power of suppliers a weaker force within
the industry.
• The industry in which Infosys Limited operates is an important customer for its suppliers. This
means that the industry’s profits are closely tied to that of the suppliers. These suppliers,
therefore, have to provide reasonable pricing. This makes the bargaining power of suppliers a
• Infosys Limited can purchase raw materials from its suppliers at a low cost. If the costs or
products are not suitable for Infosys Limited, it can then switch its suppliers because switching
• It can have multiple suppliers within its supply chain. For example, Infosys Limited can have
different suppliers for its different geographic locations. This way it can ensure efficiency within
• As the industry is an important customer for its suppliers, Infosys Limited can benefit from
developing close relationships with its suppliers where both of them benefit.
• The number of suppliers in the industry in which Infosys Limited operates is a lot more than the
number of firms producing the products. This means that the buyers have a few firms to
choose from, and therefore, do not have much control over prices. This makes the bargaining
to find alternative firms producing a particular product. This difficulty in switching makes the
• The income of the buyers within the industry is low. This means that there is pressure to
purchase at low prices, making the buyers more price sensitive. This makes the buying power
• The quality of the products is important to the buyers, and these buyers make frequent
purchases. This means that the buyers in the industry are less price sensitive. This makes the
• There is no significant threat to the buyers to integrate backwards. This makes the bargaining
• Infosys Limited can focus on innovation and differentiation to attract more buyers. Product
differentiation and quality of products are important to buyers within the industry, and Infosys
• Infosys Limited needs to build a large customer base, as the bargaining power of buyers is
weak. It can do this through marketing efforts aimed at building brand loyalty.
• Infosys Limited can take advantage of its economies of scale to develop a cost advantage and
sell at low prices to the low-income buyers of the industry. This way it will be able to attract a
• There are very few substitutes available for the products that are produced in the industry in
which Infosys Limited operates. The very few substitutes that are available are also produced
by low profit earning industries. This means that there is no ceiling on the maximum profit that
firms can earn in the industry in which Infosys Limited operates. All of these factors make the
• The very few substitutes available are of high quality but are way more expensive.
Comparatively, firms producing within the industry in which Infosys Limited operates sell at a
lower price than substitutes, with adequate quality. This means that buyers are less likely to
switch to substitute products. This means that the threat of substitute products is weak within
the industry.
• Infosys Limited can focus on providing greater quality in its products. As a result, buyers would
choose its products, which provide greater quality at a lower price as compared to substitute
• Infosys Limited can focus on differentiating its products. This will ensure that buyers see its
products as unique and do not shift easily to substitute products that do not provide these
unique benefits. It can provide such unique benefits to its customers by better understanding
their needs through market research, and providing what the customer wants.
• The number of competitors in the industry in which Infosys Limited operates are very few. Most
of these are also large in size. This means that firms in the industry will not make moves
without being unnoticed. This makes the rivalry among existing firms a weaker force within the
industry.
• The very few competitors have a large market share. This means that these will engage in
competitive actions to gain position and become market leaders. This makes the rivalry among
this for a few years ahead. A positive Industry growth means that competitors are less likely to
engage in completive actions because they do not need to capture market share from each
other. This makes the rivalry among existing firms a weaker force within the industry.
• The fixed costs are high within the industry in which Infosys Limited operates. This makes the
companies within the industry to push to full capacity. This also means these companies to
reduce their prices when demand slackens. This makes the rivalry among existing firms a
• The products produced within the industry in which Infosys Limited operates are highly
differentiated. As a result, it is difficult for competing firms to win the customers of each other
because of each of their products in unique. This makes the rivalry among existing firms a
• The production of products within the industry requires an increase in capacity by large
increments. This makes the industry prone to disruptions in the supply-demand balance, often
leading to overproduction. Overproduction means that companies have to cut down prices to
ensure that its products sell. This makes the rivalry among existing firms a stronger force within
the industry.
• The exit barriers within the industry are particularly high due to high investment required in
capital and assets to operate. The exit barriers are also high due to government regulations
and restrictions. This makes firms within the industry reluctant to leave the business, and these
continue to produce even at low profits. This makes the rivalry among existing firms a stronger
• The strategies of the firms within the industry are diverse, which means they are unique to
each other in terms of strategy. This results in them running head-on into each other regarding
strategy. This makes the rivalry among existing firms a strong force within the industry.
How Infosys Limited can tackle the Rivalry Among Existing Firms?
• Infosys Limited needs to focus on differentiating its products so that the actions of competitors
will have less effect on its customers that seek its unique products.
• As the industry is growing, Infosys Limited can focus on new customers rather than winning the
• Infosys Limited can conduct market research to understand the supply-demand situation within
By using the information in Infosys Limited five forces analysis, strategic planners will be able
to understand how different factors under each of the five forces affect the profitability of the
industry. A stronger force means lower profitability, and a weaker force means greater
profitability. Based on this a judgement of the industry's profitability can be made and used in
strategic planning.
3.4 5S Organization
five Japanese words: seiri seiton , seisō , seiketsu , and shitsuke . These have been translated
as "Sort", "Set In order", "Shine", "Standardize" and "Sustain". The list describes how to
organize a work space for efficiency and effectiveness by identifying and storing the items
used, maintaining the area and items, and sustaining the new order. The decision-making
process usually comes from a dialogue about standardization, which builds understanding
In some quarters, 5S has become 6S, the sixth element being safety
broader construct known as visual control, visual workplace, or visual factory. Under those (and
photo from Tennant Company (a Minneapolis-based manufacturer) quite similar to the one
There are five 5S phases. They can be translated from the Japanese as "sort", "set in order",
Sort (Seiri)
Seiri is sorting through all items in a location and removing all unnecessary items from the
location.
Goals:
• Reduce time loss looking for an item by reducing the number of items.
• Simplify inspection.
Implementation:
• Check all items in a location and evaluate whether or not their presence at the location is useful
or necessary.
• Remove unnecessary items as soon as possible. Place those that cannot be removed
immediately in a 'red tag area' so that they are easy to remove later on.
• Keep the working floor clear of materials except for those that are in use to production.
Seiton is putting all necessary items in the optimal place for fulfilling their function in the
workplace.
Goal:
Implementation:
• Arrange work stations in such a way that all tooling / equipment is in close proximity, in an easy
to reach spot and in a logical order adapted to the work performed. Place components
according to their uses, with the frequently used components being nearest to the workplace.
• Arrange all necessary items so that they can be easily selected for use. Make it easy to find
• Assign fixed locations for items. Use clear labels, marks or hints so that items are easy to
return to the correct location and so that it is easy to spot missing items.
Shine (Seiso)
Seiso is sweeping or cleaning and inspecting the workplace, tools and machinery on a regular
basis.
Goals:
• Prevent demolition.
• When in place, anyone not familiar to the environment must be able to detect any problems
Implementation:
• Clean the workplace and equipment on a daily basis, or at another appropriate (high
Standardize (Seiketsu)
Seiketsu is to standardize the processes used to sort, order and clean the workplace.
Goal:
• Establish procedures and schedules to ensure the repetition of the first three ‘S’ practices.
Implementation:
• Develop a work structure that will support the new practices and make it part of the daily
routine.
• Ensure everyone knows their responsibilities of performing the sorting, organizing and
cleaning.
• Use photos and visual controls to help keep everything as it should be.
Sustain/Self-discipline (Shitsuke)
Shitsuke or sustain the developed processes by self-discipline of the workers. Also translates
Goal:
• Ensure that the 5S approach is followed.
Implementation:
• Perform regular audits to ensure that all defined standards are being implemented and
followed.
• Implement improvements whenever possible. Worker inputs can be very valuable for
identifying improvements.
• When issues arise, identify their cause and implement the changes necessary to avoid
recurrence
CHAPTER - 4
The case study ‘Narayana Murthy and Infosys' describes how Narayana Murthy, set up India’s
leading software company - Infosys. Narayana Murthy turned a small software development
venture that he had set up with his friends in 1981, into one of the leading companies of the
country. Infosys grew rapidly throughout the 1990s Narayana Murthy distributed the company's
profits among the employees through a stock-option program, and adopted the best corporate
governance practices. All this earned him praise and respect. In 1999, the company became
the first Indian firm to be listed on the Nasdaq Stock Market. In 2000, Infosys was poised
to become a true global company. By 2000, Infosys' market capitalization reached Rs.11 billion
and by 2001, Infosys was one of the biggest exporters of software from India. Narayana Murthy
had built an organization that was respected across the country, with very strong systems, high
ethical values and a nurturing working atmosphere. In February 2001, Infosys Technologies
Ltd. (Infosys) was voted as the Best Managed Company in Asia in the Information Technology
sector, inleading financial magazine Euromoney's Fifth Annual Survey of Best Managed
Companies in Asia
With his sound management skills, Narayana Murthy seemed to have taken Infosys to
the pinnacle of success with the following key success factors :1.
1. Leadership team:
The leadership team needs to balance vision with practicalexperience. In most cases,
a technology start-up will have a visionary and/or a technicalgenius (most often, these are the
founders) in place from day one. However, all to often,the leadership team is not rounded out
by people who actually know how to run a business and how to drive sales. Building a strong
balanced team can be one of thetrickier aspects of creating a successful start-up because it
necessarily requires thevisionary and the technical genius (founders) to admit their practical
shortcomings andgive up some of the control of the business. The idea behind a start-up is
oftensomebody's "baby" and, quite naturally, they want to control every aspect of
itsdevelopment. Once you move these people away from micromanaging the business,
This is an area where the practical experience of awell-rounded leadership team gives the
start-up a leg up. The business plan needs to be practical and detailed. The business plan
provides the blueprint for the growth of thecompany. Perhaps more importantly, the business
plan is how you demonstrate theviability of the business to third party investors.3.
3. A strong product:
It is a given that the product needs to be special – something thatwill differentiate itself from the
universe of competing products - but there are other important factors. Ideally, the product will
be one that can be protected by patent. If the products cannot be protected by a patent, then
the start-up has to be positioned tocapitalize on being the first to market. Absent patent
4.2 Conclusion
Infosys is the incredible story of success and successful execution of business model; the company has
entered red ocean market with Insignificant stake and power in market. Business models proposed by
Infosys redefined market needs, improved service time and quality and conceptually change the game
Infosys demonstrates that it is possible to create success and built prosperity among the
1. Infosys is a company that the entire world looks up to, in terms of one’s sound ethical judgment
3. The people who make company never think twice when they have to make tough decision
involving ethics