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Corporate restructuring through quality initiatives

Case study

Six Sigma use Wipro Technologies

Submitted by:-

Naushad Alam

Bft/14/l12

DFT-5

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1. Corporate Restructuring 3

a. Process for Corporate Restructuring 3

b. Type of Corporate Restructuring 3

c. Needs of Corporate Restructuring 4

d. Objectives corporate restructuring 4

e. Tools of Corporate Restructuring 7

f. Conclusion of Corporate Restructuring 7

2. Quality Improvement use The Six Sigma 8

a. Six Sigma approach 9

b. Methodology 9

c. Six Sigma project on quality compliance 10

d. Six Sigma project on quality compliance 10

3. Six Sigma use Wipro Technologies 13

a. Backdrop 13

b. Evolution of Six Sigma at Wipro 14

c. Difficulties encountered by Wipro and learning 15

d. Build the Culture 15

e. Project selection 15

f. Training 15

g. Resources 15

h. Project Reviews 15

i. Implementation of Six Sigma at Wipro 16

j. For developing new processes 16

k. For Improving Existing Processes 16

l. For Reengineering 16

m. Six Sigma projects at Wipro 17

n. Six Sigma Consultancy at Wipro 17

o. Reaping the Benefits 18

p. Future Focus and Challenges 19

q. 20

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Corporate Restructuring

Introduction Corporate Restructuring is the process of redesigning one or more aspects of a

company. The process of reorganizing a company may be implemented due to a number of different

factors, such as positioning the company to be more competitive, surviving a currently adverse

economic climate, or acting on the self-confidence of the corporation to move in an entirely new

direction. Before restructuring there must be an existing structure which may have many limitations/

restrictions such as finance, legal, business and management which are to be kept in mind before

restructuring. In other words, restructuring could be considered as making alterations to some extent to

the existing structure. Corporate Restructuring may have a single objective or multiple objectives;

amongst them, there must be a dominant objective in addition to other important objectives for a

successful corporate restructuring. Hence, Corporate Restructuring is a comprehensive process by which

a company can consolidate its business operations and strengthen its position for achieving its short-

term and long-term corporate objectives. Corporate Restructuring is vital for the survival of a company

in a competitive environment.

Short form description of corporate restructuring

• To rearrange, rebuild, restructure, reorganize, change

• Comprehensive process

Process for Corporate Restructuring

While looking at the concept of corporate restructuring, there is process to make it successful in

achieving its stated objectives. For that a company must understand the objectives which are to be

achieved and put forward the options or their opinions to achieve them. On selecting the appropriate

option, a company can execute the same.

Type of Corporate Restructuring

• Financial Restructuring – re-organization of capital, buy-back, CDR, acquisitions, mergers, joint

ventures and strategic alliances

• Technological restructuring – alliances for technical expertise

• Market Restructuring – product / market segments

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• Organizational Restructuring – internal structures and Procedures

Needs of Corporate Restructuring

To expand the business or operations of the company.

To carry on the business of the company more economically or more efficiently.

To focus on its core strength

Cost Reduction, by deriving the benefits of economies of scale.

To obtain tax advantages by merging a loss-making company with a profit-making company.

To have access to better technology.

To improve the debt-equity ratio.

To have a better market share.

To overcome significant problems in a company.

To become globally competitive.

To eliminate competition between the companies.

Objectives corporate restructuring

•Growth

•Diversification

•Optimum utilization of capacities

•Improved competencies

•Synergistic operational advantages

•Cost reduction

•Consolidation and economies of scale

•Financial restructuring / support

•Revival of weak or sick company

•Tax benefits

•Widen market presence

•Advantages of brand equity / goodwill / IP

•Horizontal / vertical integration

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Tools of Corporate Restructuring

The process of restructuring through mergers and amalgamations has been a regular feature in

the developed and free economy nations like USA and European countries, more particularly in the UK,

where hundreds of mergers take place every year. There are many tools and strategies by which or

through which Corporate Restructuring can be processed such as

•Merger and Amalgamation

• Reverse Merger

•Re-organization of capital - buy-back, reduction, capitalization of reserves

•Compromise / Arrangement

•Demerger

•Acquisition / Takeover

•Disinvestment

•Slump sale

•Strategic Alliance

•Joint Venture

•Merger and Amalgamation:

Amalgamation is the process of combining or uniting multiple entities into one form. The term

amalgamation is not defined under the Companies’ Act, 1956. Generally speaking, amalgamation is a

legal process by which two or more companies are joined together to form a new entity or one or more

companies are to be absorbed or blended with another. As a consequence, the amalgamating company

loses its existence and its shareholder become the shareholder of the new or amalgamated company,

Merger is an arrangement whereby the assets of two or more companies become vested in or

under the control of one company, which may or may not be one of the original two companies, which

has as its shareholders, all or substantially all, the shareholders of the two companies.

• Defined under section 2(1B) of I.T. Act, 1961 “Amalgamation”, means the merger of one or more

companies with another company or the merger of two or more companies to form one company, in

such a manner that, it results in transfer of all properties and liabilities of amalgamating companies to

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the amalgamated company and shareholders holding not less than 3/4th in value of the shares of the

amalgamating companies would become the shareholders of the amalgamated company

• By absorption – where transferor company merges into the transferee company and the transferor

company stands dissolved without winding up

• By formation – where two or more companies merge and a new company is formed

Types of Merger

• Co-generic: - within the same industries and taking place at the same level of economic activity

- Horizontal merger

- Vertical merger

- Conglomerate merger (between unrelated businesses)

• Reverse Merger

• Sick company (BIFR)

• Banking company (Banking Regulation Act)

• Insurance company (IRDA)

Co-generic

Horizontal Merger:- Acquisition of a company in the same industry in which the acquiring firm

competes increases a firm’s market power by exploiting

Vertical Merger:-Acquisition of a supplier or distributor of one or more of the firm’s goods or

services

Conglomerate Merge:- Acquisition by any company of unrelated industry

• Reverse Merger

It is when a private company purchases control of a public company and then carries out a merger with

a private company. With a reverse merger, the private company shareholders receive most of the shares

of the public company and control of the Board. A reverse merger is a quick way of going public with the

time-table being only a couple of weeks. The reason a reverse merger is so quick is that the public

company has already completed all the necessary paper-work and reviews in order to become public.

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• Demerger

The act of splitting off a part of an existing company to become a new company, which operates

completely separately from the original company. Shareholders of the original company are usually

given an equivalent stake of ownership in the new company. A demerger is often done to help each of

the segments operate more smoothly, as they can now focus on a more specific task.

• Take-over

It is the purchase of one company by another. The term refers to the acquisition of a public company

whose shares are listed on the Stock Exchange, in contrast to the acquisition of a private company.

• Joint Venture

Two parties, (individuals or companies), incorporate a company in India. The business of one party is

transferred to the company and, as a consideration for such a transfer; shares are issued by the

company and subscribed by that party. The other party subscribes to the shares in cash. The parties

subscribe to the shares of the joint-venture company in agreed proportion, in cash, and start a new

business.

• Disinvestment

It means to sell off certain assets, such as a manufacturing plant, a division or subsidiary, or product

line.

•Buyback

The repurchase of outstanding shares by a company, in order to reduce the number of shares on the

market. Companies will buy back shares either to increase the value of shares still available or to

eliminate any threats by shareholders who may be looking for controlling powers. In other words,

Buyback is the reverse of issue of shares by a company where it offers to take back its shares owned by

the investors at a specified price, this offer can be binding or optional to the investors

Conclusion of Corporate Restructuring

The restructuring usually takes place when a business is struggling and losing money. A third party will

be brought in to assess the way that the business is being run, and then make recommendations based

on what they found that will help make the business run more efficiently. A strong corporate

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restructuring firm will have experts in a wide variety of areas that can examine all aspects of a business

to help find solutions. A good corporate restructuring firm will not just identify problems of where

money is being lost, but also offer solutions that a company can implement in order to solve those

problems. They will also help a company through the process of restructuring by developing forecasts of

what to expect and making sure the company is able to secure the capital available to make those

changes. Corporate restructuring can help restore, preserve and enhance the value of an organization

Six Sigma

What is Six Sigma?

The word is a statistical term that measures how far a

given process deviates from perfection. Six Sigma is named

after the process that has six standard deviations on each

side of the specification window. It is a disciplined, data-

driven approach and methodology for eliminating defects.

The central idea behind Six Sigma is that if you can measure

how many “defects” you have in a process, you can

systematically figure out how to eliminate them and get as

close to “zero defects” as possible.

Six Sigma starts with the application of statistical methods for translating information

from customers into specifications for products or services being developed or produced. Six

Sigma is the business strategy and a philosophy of one working smarter not harder. One sigma

gives a precision of 68.27%, two sigma, of 95.45% and three sigma of 99.73%, whereas Six

Sigma gives a precision of 99.9997%.Although 99.73% sounds very good, it slowly dawned on

companies that there is a tremendous difference between 99.73% and 99.9997%.

To achieve Six Sigma Quality, a process must produce no more that 3.4 defects per

million opportunities. An opportunity is defined as a chance for nonconformance, or not

meeting the required specifications. This means one needs to be nearly flawless in executing

key processes. The process and culture is conditioned for zero defects rather than being one

that accepts that it is inevitable, and acceptable, that mistakes will occur. Hence Six Sigma

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delivers substantial cost reductions, enhanced efficiencies, sustainable improvements and

increased stakeholder value.

Quality Improvement use the Six Sigma Way

Six Sigma provides an effective mechanism to focus on customer requirements, through

improvement of process quality. Six Sigma projects are being carried Out with the objective of

improving on time delivery, Product quality and in-process quality

Six Sigma approach

The Six Sigma Approach is customer-driven. For a business or a manufacturing process, the

Sigma Capability is a metric that indicates how well the process is being performed. The higher the

Sigma Capability, the better, because it measures the capability of the process to achieve defect-free-

work.

The Six Sigma Approach is also data-driven. It focuses on reducing process variation, centering

the process and on optimizing the process. The emphasis is on the improvement of process capability

rather than the control of product quality, which includes the Improvement of quality and reduction of

cost of quality.

The Six Sigma Approach focuses on:

Customer needs

Data-driven improvements the inputs of the process

Reducing or eliminating defects

Reducing process variation

Increasing process capability

The customer requirements for our centre are

Accurate and Complete Customer

Deliverables

Customer Responsiveness

Marketplace Competitiveness

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To achieve these goals the Six Sigma approach was adopted in all the projects to pinpoint sources of

errors and ways of eliminating them.

Methodology

A Six Sigma Project consists of the following phases:

Define: -The product or process to be improved is identified. Customer needs are identified and

translated into Critical to Quality Characteristics (CTQs). The problem/goal statement, the project scope,

team roles and milestones are developed. A high-level process is mapped for the existing process.

Measure: -The key internal processes that influence the CTQs are identified and the defects generated

relative to the identified CTQs are measured.

Analyze:- The objective of this phase is to understand why defects are generated. Brainstorming and

statistical tools are used to identify key variables (X’s) that cause defects. The output of this phase is the

explanation of the variables that are most likely to affect process variation.

Improve:-The objective of this phase is to confirm the key variables and quantify the effect of these

variables on the CTQs. It also includes identifying the maximum acceptable ranges of the key variables,

validating the measurement systems and modifying the existing process to stay within these ranges.

Control:- The objective of this phase is to ensure that the modified process now enables the key

variables to stay within the maximum acceptable ranges, using tools like Statistical Process Control (SPC)

or simple checklists.

Six Sigma project on quality compliance

This section discusses a Six Sigma project on the improvement of product quality compliance,

which will give a better understanding of the approach, methodology and benefits of Six Sigma.

Define phase

The project teams had the problem of field errors being reported in the deliverables. Based on the

metrics for 1997, the long-term process capability for product quality was at 3.48σ, while the short-term

capability was at 4.98σ, and the Defects Per Million Opportunities (DPMO) were at 253. A Six Sigma

approach was initiated to improve the quality of deliverables. The goal of the project was to improve the

long-term process capability to more than 4σ and to reduce the DPMO by more than 50%.

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High-level process mapping of the existing process

The project started the Define Phase with the identification of Product Quality as the CTQ. Team

members from different levels namely Project Leaders, Module Leaders, Team Members and the Quality

Team were identified for the Six Sigma project. A high-level process mapping for the existing process

was made.

Measure phase

During this phase, the key processes in the project lifecycle that affect the CTQ , were identified to be

project study, execution and delivery. Measurements related to the CTQ were made in these phases.

The field errors reported by the client were classified as defects that have occurred in In each of these

processes, the input process variables (controllable or critical-those that show The Input Variable —

Quality of Inputs, had various attributes namely, clarity of scope definitions, completeness of inputs, and

conformance of inputs to standards. This variable became a critical variable that affected the product

quality, since the inputs for the projects were obtained from the customer.

Therefore, it was decided to analyses the effect of quality of inputs separately. A Black Belt

project named 'Analysis of Input Quality' was executed in 1998. As a result of this project, process

control in the form of an input checklist was introduced at the project start-up phase, to prevent defects

occurring in the project deliverables due to wrong inputs.

six sigma

Project

Initiation

Project Study

Effort Estimati

on /

Scheduling

Resource

Allocation

Execution

Quality Assurance

Delivery

Feedback

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Analyze phase

Process performance was assessed using Cause-and Effect diagrams, to isolate key problem areas, to

study the causes for the deviation from ideal performance, and to identify if there is a relationship

between the variables. Extensive brain-storming sessions were held with team members to evolve these

diagrams. the Cause-and-Effect diagrams for one of the project teams. The probable causes that can

lead to quality nonconformance in a project during different phases of a project life cycle were listed

The Failure Modes and Effects Analysis (FMEA) was subsequently carried out to arrive at a plan for

Prevention of causes for failure. FMEA is a tool that helps prevent the occurrence of problems by:

Identifying the potential failure modes in which a process or product may fail to meet specifications, and

Rating the severity of the effect on the customer

Control phase

The process improvements that were introduced resulted in the reduction of field errors. The best

practices and lessons learnt in this Six Sigma project for engineering design were applied in other project

teams and other types of projects.

Since the field errors reduced and the process capability for quality deliverables increased to

more than five sigma, the emphasis shifted to improvement of in-process quality. This is to be achieved

through reduction of in-process quality cost as explained below. The project life cycle has a phase for

Quality Assurance (QA).

A number of Defect Prevention practices were identified in these GB projects and were built

into the Processes of the project life cycle. To measure the quality cost, a metric called "rework" index

was used. This metric is calculated as percentage project effort spent in rework. Control charts were

drawn to track the process level (process characteristic within projects) and process variation

simultaneously and also to detect the presence of special causes.

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Six Sigma use Wipro Technologies

Wipro Technologies is a global services provider delivering technology-driven business Solutions

that meet the strategic objectives of clients. Wipro has 40+ ‘Centers of Excellence’ that create solutions

around specific needs of industries. Wipro delivers unmatched business value to customers through a

combination of process excellence, quality frameworks and service delivery innovation. Wipro is the

World's first CMMi Level 5 certified software services company and the first outside USA to receive the

IEEE Software Process Award.

Wipro has one of the most mature Six Sigma programs in the industry ensuring that 91% of the projects

are completed on schedule, much above the industry average of 55%. Six Sigma provides the tools for

continuous improvement on existing processes thereby helping sustain the SEI-CMM Level 5 and CMMi

certifications. This case focuses on the initiatives taken by Wipro Technologies to implement the Six

Sigma Quality tool to achieve sustained strategic business results. It explores the implementation

procedure at Wipro Technologies and the benefits reaped by the company on account of adopting Six

Sigma. The case also throws light on the recent developments in the Six Sigma concept including

Wipro’s Six Sigma Skill base and consulting experience and explains how the company intends to build

its expertise and experience – to bring continuous process improvement to the organization.

Backdrop

Wipro Limited was established in 1945 and commenced its operations in 1946 as a Vegetable oil

Company. In the early 1980s, Wipro diversified into the Information Technology sector with

Liberalization hitting India in the 1980s. This has been a Fascinating transformation from a vegetable oil

company into a global IT services giant. Today, Wipro Technologies has become a global service provider

delivering technology driven Business solutions that meet the strategic objectives of clients. Wipro has

40+ ‘Centers of Excellence’ that create solutions related to specific needs of Industries. Wipro Can boast

of delivering unmatched business value to customers through a combination of Process excellence

quality frameworks and service delivery innovation. A strong emphasis upon building a professional

work environment, leaders from within, and having a global outlook for business and growth have led to

innovation of people Processes on a continued basis. Over the years, Wipro has significantly

strengthened its Competency based people processes and demonstrated innovative practices in talent

acquisition, deployment, and development, based on strategic needs. A leading provider of

communication networks in the US required improvement in the product performance of a telecom

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application using Six Sigma methodologies. Thus, with the growing importance on aligning business

operations with customer needs and driving continuous improvement, Wipro began moving towards

focusing on Quality, thereby, creating a learning environment that led to implementation of Six Sigma.

Integrating Six Sigma concepts was also intended to bring rigor in effective upstream processes of the

software development life cycle. Implementation of Six Sigma methodologies brought in quantitative

understanding, cost savings, and performance improvement towards product quality.

Some of the key challenges involved were

Reduce the data transfer time

Reduce the risk

Avoid interruption due to LAN/WAN downtime.

Parallel availability of the switch for the other administrative tasks during the

same period.

Evolution of Six Sigma at Wipro.

Wipro is the first Indian company to adopt Six Sigma. Today, Wipro has one of the most

Mature Six Sigma programs in the industry ensuring that 91% of the projects are

Completed on schedule, mush above the industry average of 55%.

As the pioneers of Six Sigma in India, Wipro has already put around ten years into Process improvement

through Six Sigma. Along the way, it has scaled Six Sigma ladder, while helping to roll out over 1000

projects. The Six Sigma program spreads right across verticals and impacts multiple areas such as project

management, market development and resource utilization.

Six Sigma at Wipro simply means a measure of quality that strives for near perfection. It

is an umbrella initiative covering all business units and divisions so that it could

Transform itself in a world class organization.

At Wipro, it means:

Have products and services meet global benchmarks

Ensure robust processes within the organization

Consistently meet and exceed customer expectations

Make Quality a culture within.

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Difficulties encountered by Wipro and learning

Build the Culture

Implementation of Six Sigma required support from the higher level managers. It meant Restructuring of

the organization to provide the infrastructure, training and the confidence in the process. Wipro had to

build this culture and that took time in implementation.

Project selection

The first year of deployment was extremely difficult for Six Sigma success. They decided to select the

project on the basis of high probability of their success and targeted to complete them in a short period

to assess the success. These projects were treated as pilot projects with a focus to learn. For the

selection of the right project the field data was collected, process map was developed and the

importance of the project was judged from the eyes of customers.

Training

After the set up, the first step of implementation was to build a team of professionals and train them

for various stages of Six sigma. The training was spread in five phases: Defining, measuring, analyzing,

improving and controlling the process and lastly increasing customer satisfaction. These phases

consisted of statistics, bench marking and design of experiments. To find the right kind of people and

train them was a difficult job. This motivated Wipro to start their own consultancy to train the people.

Resources

It was difficult to identify resources that required for short-term basis and long-term basis as it varied

from project to project. Wipro did it on the basis of seriousness and importance of the project.

Project Reviews

As timely reviews play a very crucial role to judge the success of a project. Wipro had to develop a team

of experts for this purpose. The task assigned was to see the timeliness, find out gap, week areas and to

check the outcome as per the plan.

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Implementation of Six Sigma at Wipro.

Wipro has adopted the project approach for Six Sigma, where projects are identified on the basis of the

problem areas under each of the critical Business Processes that adversely impacts the business

significantly.

Wipro has evolved following Six Sigma methodologies

For developing new processes

(i) DSSS+ Methodology –Wipro employs DSSS methodology for software development. The methodology

uses rigorous in-process metrics and cause analysis throughout the software development lifecycle for

defect free deliveries and lower customer cost of application development.

(ii) DSSP Methodology – used for designing new processes and products

(iii) DCAM Methodology – used for designing for customer satisfaction and manufacturability

For Improving Existing Processes

(i) TQSS Methodology –used for defect reduction in Transactional processes.

(ii) DMAIC Methodology -used for process improvement in Non-transactional process

For Reengineering

CFPM Methodology - used for cross functional Process mapping.

The list of players at Wipro is as below:

Executive Management

Six Sigma Champions and Deployment Leaders

Financial Executives

Black Belts

Green Belts

Yellow Belts

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Six Sigma projects at Wipro

Driven by business heads, also called Champions for the projects.

Led by Green Belts (GB)

Assisted by Black Belts (BB)

The Management of the project at Wipro follows the following tools for implementation of Six Sigma

Ideation

Definition

Selection

Tracking

Reporting

Currently 15000+ employees are trained in Six Sigma methodologies. Wipro has also

built up a Six Sigma skill base of over 180 certified black belts while helping to roll over a 1000 projects.

Six Sigma Consultancy at Wipro

Wipro’s Six Sigma consulting experience has peaked with the indigenous development of new

methodologies that it takes to its customers. As Wipro continues Six Sigma

Consulting journey, it builds on its expertise and experience- to provide enterprise-class Coverage of

topics in business process management and information technology systems Integration. The focus is on

supporting the project needs and is also integrated with other Methods to support process needs.

Currently there are over 200 pmi certified consultants At Wipro. The Wipro quality consulting group

trains in achieving the precision of six sigma with Wipro’s own methodologies, training capabilities and

global experience. Wipro also helps in institutionalizing Six Sigma across the organization for

transformation.

Wipro provides consulting in institutionalizing an organization wide Six Sigma program that specializes in

implementation across IT development, production support and core

Business operations

Wipro offers the following Six Sigma consulting services

Six Sigma institutionalization

Problem solving using six Sigma

Six Sigma training

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Reaping the Benefits

The financial gain that Wipro has achieved by using Six Sigma has been one of the high points

As the Six Sigma initiative started maturing Wipro identified two major phenomena

The biggest projects had all been completed

The Yellow-belt culture had cured little problems before they became big ones.

At this point, the project-oriented Six Sigma culture began to give way to the sustaining culture. The Six

Sigma process resulted in an achievement of close to 250%, 6 minutes for 1 MB transfer and 18 minutes

for average data transfer. The set target was 200%.

Because quality is customer driven, the objective of Six Sigma Implementation at Wipro has

continuously been on integrating and implementing approaches through a simultaneous focus on defect

reduction, timeliness, and productivity. This has translated to lower maintenance costs, schedule-

overrun costs, and development costs for customers. Measurements and progress indicators have been

oriented towards what the customer finds important and what the customer pays for. Towards this, Six

Sigma concepts have played an important role in Improving performance through a precise quantitative

understanding of the customer’s requirements thereby bringing in customer focus

Improving the effectiveness in upstream processes of the software development life cycle by

defect reduction and cycle time reduction (rework in software down from 12% to 5%).

Waste elimination and increased productivity up to 35%.

Cost of failure avoidance

Tangible cost savings due to lower application development cost for customer.

Analysts remarked that Six Sigma was an indisputable success at Wipro whether in terms of customer

satisfaction, improvement in internal performance, or in the improvement of shareowner value.

The results of achieving Six Sigma are rapid and overwhelming at Wipro Its unique methodology

provides Six Sigma knowledge and skills to the client, enabling the client to create ownership, generate

results and sustain success. The maturity of Wipro’s quality processes takes the benefits to another

level, ensuring that the customers benefit from

30-40% lower total cost of ownership

20-30% higher productivity

On-time deliveries (93% projects completed on time)

Lower field defect rates (67% lower than industry average).

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The performance enhancement enabled the client to have an improved product with the overriding

benefit that the end customer perception of the quality of the client’s product is improved.

Future Focus and Challenges

Six Sigma certainly produces breakthrough improvement. But to achieve this Wipro will have to combine

the power of the Six Sigma method and tools with stretch goals, goals that almost seem too aggressive,

too optimistic.. Also Wipro will have to benchmark itself against the competition on the level of

performance achieved by rivals. This focus will lead to the adaptation of newer dimensions of the quality

management framework towards embodying a totality of process, people, product, and technology for

achieving high process capability.

Six Sigma projects require continuous change. Black Belts and Green belts develop improvements to

systems and processes for which they are not accountable. And when these participants are done with

their project, they ask the real system or process owner to implement and sustain their solution and

hence the challenge before Wipro lies in bringing the commitment towards continuing its process

optimization theory.

The Challenge will be to transform Six Sigma from a tool for improving product quality to an overall

business improvement methodology. The company’s aim will be at having 100% of its management

trained in Six Sigma.

To summarize, the quality system will continue to be based on incremental optimization, with rigorous

implementation and sustenance of the same. The goal will be to make quality as the No.1 objective for

all employees.

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Help and reference

DSSS+ (Developing Six Sigma Software) - Software Development

DSSP (Designing Six Sigma Process & Product) –Software Development

DCAM (Design for Customer Satisfaction and Manufacturability)-Hardware design &

Manufacture

DMAIC (Define, Measure, Analyze, Improve, Control) - Helpdesk, Infra support, Call centre

TQSS (Transactional Quality Using Six sigma)- defect reduction

CFPM (Cross Functional Process Mapping) - Cross functional streamlining of process

Green Belts (GB)- trained in Six Sigma who spend a portion of their time completing projects,but

maintain their regular work role and responsibilities. Depending on their workload, they can

spend anywhere from 10% to 50% of their time on their project(s).

Black Belts (BB) - the experts in Six Sigma methodologies and its usage. Black Belts are the heart

and soul of the Six Sigma quality initiative. Their main purpose is to lead quality projects and

work full time until they are complete. Black Belts can typically complete four to six projects per

year with savings of approximately $230,000 per year.

Champions: Facilitate the leadership, implementation and deployment of Six Sigma philosophy

Websites:

www.isixsigma.com

www.wipro.com