Delivery Approach
Customer Portal
Business benefit metrics
Program status
Critical account status
SLA mgmt
Product Sustaining and Support
Product roadmap
Optimization
•Phase containment
CMMi
•Code hardening
Dashboard and reporting
Process Enhancers
TL9000
Solution Accelerators
•Key product quality and support metrics
•Product and support CSAT
Integrated support and sustaining center
•Critical customer handling processes
•Fully integrated workflow
•Focus on entire life cycle – Customer case to resolution
Transition
Six Sigma
•Well defined ASSeT TM methodology
•Seamless integration into client development and support environment
As the largest percentage of product
margins come from mature products,
sustaining them is a necessary yet costly
affair.
Planning and strategy
Client
Processes
•Feature point/ function point estimation
•Mccabe complexity
•Defect analytics
Critical Competencies
Product architects
Product managers
TME
Program managers
Escalation support engineers
Key Components
Web 2.0 based esupport portal
ASSeT – Transition
framework
MASCoT – Managed
services framework
Sustaining products is becoming an expensive affair
Defect analytics
engine
CQMP – Phase
containment
Code hardening
framework
Customer’s loyalty has always been a critical
factor directly affecting an organization’s
profit. Organizations spend through their
nose to keep their customers satisfied. The
costs associated with a satisfied customer
can be seen on the right.
Cost of
quality
Cost to correct defects increases by up to 100% when they
are identified close to deployment or operational phase
Cost of
sustenance
For a software development project, 80% of software
development dollars are spent correcting software defects
Barry Boehm
NIST study
Investment
dilemma
75% of the budget is spent on old product maintenance
support and testing; 25% is spent on new product
development
Forrester
Challenges in sustaining a product
Case Studies
Leading networking player
Reduced team size and decreased incoming defects through phase containment, code hardening,
defect assignment and static analysis. HCL was able to cut down on the team size by 40%. Incoming
defects were also reduced substantially.
In a competitive environment, customers award their loyalty only to the one they perceive as the best. Poor product
quality, transgression of defect resolution deadlines, inadequate debug ability and slow response to customer’s issues
are hurdles to customer satisfaction
Telecom OEM
There is an increased pressure on maintaining product margins with existing products consuming a large share of the
budget. Expensive tech support and low fix rate add to the woes. Product margin and market share drop while
customer case backlog increases
HCL provided technical support on product limitation, recorded customer feedback and suggestions
and provided engineering support in the form of technical trainings and knowledge documents. The
MTTR was improved by 40% and the incoming CFD was reduced by up to 50%.
Sensitive customers and reluctance/inability to outsource high value functions tie up expensive resources to
sustenance. The lack of experience in new products results in delays, cost escalations and unhappy employees
Leading networking OEM
HCL is managing end-to-end product sustaining and roadmap for 12 products of a leading networking
OEM on a risk-reward sharing model, releasing 400+ engineer bandwidth for new product development.
With multiple patents and an exhaustive knowledge repository, HCL has
used the most innovative models to help some of the big names sustain
their products which earned it a brilliant track record across verticals.
HCL Value Proposition
& creating the associated solution delivery ecosystem to help build market leadership. Right now, 16,000
eootb@hcl.com
of
Improving customer loyalty
Optimizing sustaining cost
Freeing up experienced resources
for NPD
Proposition
Proposition
Proposition
Integrated engineering and tech support
teams
Proven phase-containment and code
hardening methodologies
Integrating PDLC processes for acquired
products
Impact
Reduce the average incoming customer
found defects by 20%
Reduce critical customer cases by 10%
Improve CSAT by 20%
Integrated horizontal sustaining teams
across product and technologies
Web 2.0 based e-support
Proactive support to reduce the customer
cases
Impact
Reduce sustaining cost by 15%
Reduce support cost by 10%
Proven competencies beyond engineering –
Architecture, product management, TME
Risk and reward engagement model
Process for customer handling
Impact
Unlock experienced resources by 80%
Increase innovation capacity by 30%
Delivery Approach
Customer Portal
Program status
Critical account status
SLA mgmt
Product Sustaining and Support
Product roadmap
Optimization
•Phase containment
CMMi
•Code hardening
Dashboard and reporting
Process Enhancers
TL9000
Solution Accelerators
•Key product quality and support metrics
•Product and support CSAT
Integrated support and sustaining center
•
•Critical customer handling processes
•Focus on entire life cycle – Customer case to resolution
Transition
Six Sigma
•
•Seamless integration into client development and support environment
As the largest percentage of product
margins come from mature products,
sustaining them is a necessary yet costly
Planning and strategy
Client
Processes
•Feature point/ function point estimation
•Mccabe complexity
•Defect analytics
Cost of
quality
Cost to correct defects increases by up to 100% when they
Cost of
sustenance
For a software development project, 80% of software
development dollars are spent correcting software defects
Barry Boehm
Critical Competencies
Product architects
Product managers
TME
Program managers
Escalation support engineers
Customer’s loyalty has always been a critical
Key Components
Web 2.0 based esupport portal
ASSeT – Transition
framework
MASCoT – Managed
services framework
Defect analytics
engine
CQMP – Phase
containment
NIST study
Investment
dilemma
Code hardening
framework
75% of the budget is spent on old product maintenance
support and testing; 25% is spent on new product
development
Forrester
can be seen on the right.
Challenges in sustaining a product
Case Studies
Leading networking player
Reduced team size and decreased incoming defects through phase containment, code hardening,
defect assignment and static analysis. HCL was able to cut down on the team size by 40%. Incoming
defects were also reduced substantially.
In a competitive environment, customers award their loyalty only to the one they perceive as the best. Poor product
quality, transgression of defect resolution deadlines, inadequate debug ability and slow response to customer’s issues
are hurdles to customer satisfaction
There is an increased pressure on maintaining product margins with existing products consuming a large share of the
Telecom OEM
customer case backlog increases
HCL provided technical support on product limitation, recorded customer feedback and suggestions
and provided engineering support in the form of technical trainings and knowledge documents. The
MTTR was improved by 40% and the incoming CFD was reduced by up to 50%.
Sensitive customers and reluctance/inability to outsource high value functions tie up expensive resources to
sustenance. The lack of experience in new products results in delays, cost escalations and unhappy employees
Leading networking OEM
HCL is managing end-to-end product sustaining and roadmap for 12 products of a leading networking
OEM on a risk-reward sharing model, releasing 400+ engineer bandwidth for new product development.
Hello, I'm from HCL's Engineering and R&D Services. We enable technology led organizations to go to market
with innovative products and solutions. We partner with our customers in building world class products and
creating associated solution delivery ecosystems to help bring market leadership. We develop engineering
products, solutions and platforms across Aerospace and Defense, Automotive, Consumer Electronics, Software,
Online, Industrial Manufacturing, Medical Devices, Networking & Telecom, Office Automation, Semiconductor
and Servers & Storage for our customers.
With 1000+ professionals, multiple patents and an exhaustive
knowledge repository, HCL has used the most innovative models to help
some of the big names sustain their products which earned it a brilliant
track record across verticals.
HCL Value Proposition
Improving customer loyalty
Optimizing sustaining cost
Freeing up experienced resources
for NPD
Proposition
Proposition
Proposition
Integrated engineering and tech support
teams
Proven phase-containment and code
hardening methodologies
Integrating PDLC processes for acquired
products
Impact
Reduce the average incoming customer
found defects by 20%
Reduce critical customer cases by 10%
Improve CSAT by 20%
Integrated horizontal sustaining teams
across product and technologies
Web 2.0 based e-support
Proactive support to reduce the customer
cases
Impact
Reduce sustaining cost by 15%
Reduce support cost by 10%
Proven competencies beyond engineering –
Architecture, product management, TME
Risk and reward engagement model
Process for customer handling
Impact
Unlock experienced resources by 80%
Increase innovation capacity by 30%