WIPRO

About WIPRO
Wipro Ltd. was established in 1945 as Western India Vegetable Products Limited in Amalner,
Maharashtra. Wipro is the first PCMM Level 5 and SEI CMMi Level 5 certified IT Services Company
globally. As of now it is a global Information Technology, Consulting and Outsourcing company with
170,000+ workforce serving clients in 175+ cities across 6 continents. The company posted revenues
of above $7.83 billion for the financial year 2017-18.

Need for Total Quality Management

Wipro being a leading provider of communication networks in the US required improvement in the
product performance of telecom applications. With growing importance on aligning business operations
with customer needs and driving continuous improvement, Wipro began moving towards focussing on
quality, thereby implementing techniques of total quality management. Some of the key challenges
were: reduction in data transfer time, reduction in risk, avoidance of interruption due to LAN/WAN
downtime and parallel availability of switch for the other administrative tasks during the same period.

Technique chosen and its implementation

Wipro chose to implement Six Sigma technique of Total Quality Management. Six Sigma is a statistical
term that measures how far a given process deviates from perfection. Wipro used it as a measure of
quality that strives to near perfection. It was centred on the accomplishment of the objectives such as:
having products and services meet global benchmarks, ensuring robust processes within the
organization, continuously meet and exceed customer expectations and make quality a culture within.
a) For developing new processes: DSSS (Direct-sequence-spread-spectrum) methodology was used
for software development. This methodology used rigorous in process metrics and cause analysis
throughout the software development lifecycle for defect free deliveries and lower customer cost of
application development.
b) For developing existing processes: DMAIC (Define- measures- analyse- improve- control) and
TQSS (Transactional quality using Six Sigma) were used for non-transactional and transactional
processes respectively.
c) For reengineering: Cross functional process mapping was used for reengineering business processes

The process followed is explained below:

i) Built the culture: Implementation of Six Sigma required support from high level managers. For this
the company restructured the organisation and provided infrastructure, training and confidence in the
process.
ii) Selection of the project: For the selection of the right project the field data was collected, process
map was developed and importance of the project was judged from the eyes of the customers.
iii) Resources: Resources were identified on the basis of short term and long-term requirements. The
project selected was a crucial factor in determining the resources required.
iv) Controlling: Wipro developed a team of experts for reviewing the projects. It was done to see the
timeliness of the project completion, targeting of gaps, weak areas and deviations.

Company’s performance after implementation of the model

The financial gain that Wipro has achieved by using Six Sigma has been commendable. As the Six
Sigma initiative started maturing Wipro identified the following phenomena:

The biggest projects had all completed on time without hurdles. The Six Sigma process resulted in the
achievement of close to 250%, 6 minutes for 1 MB transfer and 18 minutes for average transfer.
Furthermore, it led to lower maintenance cost, schedule overrun costs and development costs for
customers. Performance was improved through a precise understanding of the customer’s requirements.
Software defects were reduced by 50% and rework in software went down from 12% to 5%. Waste
elimination increased productivity up to 35%. Installation failures wend down from 4.5% to 1% in
hardware business. Ownership cost was lowered by 30-40% and productivity went up by 20-30%. 93%
projects were completed on time and field defects were lowered by 67% of the average industry rate.
The performance enhancement enabled the clients to have an improved product with the overriding
benefit that the end customer perception of the quality of the client’s product is improved.