abhishreshthaa
Abhijeet S
Implementation of Six Sigma has also resulted in Integrated Business Process
Improvement in Wipro:
Which involves improvement of process efficiencies followed by process automation. This approach has benefited from a robust change management program. Today, Wipro applies best in class tools, methodologies in a systematic way.
This provides measurable milestones that can be presented to those involved and stake holders. A robust process thus becomes suited for process automation. It can serve as bedrock to move to higher level of building capabilities.
Technology Process:
Implementation of Six Sigma as transformed the technology process as from being support functions. Information Technology departments are now being rganizati as business enablers.
The key to this transformation is robust processes that add value to the rganization and at the same time provide practices in the evolving market place. Robust practices cover both internal functional areas as well as external value chain comprising customers and suppliers.
Wipro offers practices to optimize and standardize various processes in line with frameworks. Wipro offers gap analysis with reference to the frameworks, defines IT processes covering policy, processes and performance metrics. Wipro value is in the implementation support and plan for development of detailed specifications, deployment of policies, tools and procedures.
People Process:
Also with the help of Six Sigma, Wipro's people process practice complements their business process and technology process services. Wipro employs robust methodologies, practices and tools to improve people processes covering:
Basic Process:
• Staffing: In Wipro The number of full time personnel devoted to Six Sigma is not large. Mature Six Sigma program has about one Master Black Belts for every ten Black Belts. A Black Belt typically completes 5 to 7 projects per year. Project teams are lead by Green Belts, who, unlike Black Belts and Master Black Belts, are not employed full time in the Six Sigma program.
Black Belts are highly prized employees and are often recruited for key management positions elsewhere in the company. After Six Sigma has been in place for three or more years, the number of former Black Belts tends to be about the same as the number of active Black Belts.
• Training and Development
• Performance management systems.
Improvement in Wipro:
Which involves improvement of process efficiencies followed by process automation. This approach has benefited from a robust change management program. Today, Wipro applies best in class tools, methodologies in a systematic way.
This provides measurable milestones that can be presented to those involved and stake holders. A robust process thus becomes suited for process automation. It can serve as bedrock to move to higher level of building capabilities.
Technology Process:
Implementation of Six Sigma as transformed the technology process as from being support functions. Information Technology departments are now being rganizati as business enablers.
The key to this transformation is robust processes that add value to the rganization and at the same time provide practices in the evolving market place. Robust practices cover both internal functional areas as well as external value chain comprising customers and suppliers.
Wipro offers practices to optimize and standardize various processes in line with frameworks. Wipro offers gap analysis with reference to the frameworks, defines IT processes covering policy, processes and performance metrics. Wipro value is in the implementation support and plan for development of detailed specifications, deployment of policies, tools and procedures.
People Process:
Also with the help of Six Sigma, Wipro's people process practice complements their business process and technology process services. Wipro employs robust methodologies, practices and tools to improve people processes covering:
Basic Process:
• Staffing: In Wipro The number of full time personnel devoted to Six Sigma is not large. Mature Six Sigma program has about one Master Black Belts for every ten Black Belts. A Black Belt typically completes 5 to 7 projects per year. Project teams are lead by Green Belts, who, unlike Black Belts and Master Black Belts, are not employed full time in the Six Sigma program.
Black Belts are highly prized employees and are often recruited for key management positions elsewhere in the company. After Six Sigma has been in place for three or more years, the number of former Black Belts tends to be about the same as the number of active Black Belts.
• Training and Development
• Performance management systems.