LEAN AT WIPRO TECHNOLOGIES

ATUL NANDACHIRAG PATEL211036 SHRESHTHA GUPTA -211136

COMPANY OVERVIEW

Wipro Technologies was among the top companies in Global Software Services.

In 20004, its revenue was $1.2 bn. , and was growing at a pace of 37%.

Its major chunk came from USA(67%) followed by Europe(27%).

Around 84% of employees in Wipro were B.E.

Company was working both onsite and offshore.

WIPROS PREVIOUS QUALITY INITIATIVES

Wipro had differentiated itself on the basis of quality. Wipro was the first software company certified as ISO 9000 in 1995.

Wipro was first level 5 company in Capability Maturity Model (CMM) in 1998, and also was the first to adopt CMMI.

Wipro was also first software company to follow Six

Sigma.

WHY LEAN ?
High turnover in company called for robust software processes Best practices were not replicated across the company Competitors were shifting their base to India and tapping the low cost human resource reducing the gap with Wipro Wipro want to shift from time & material pricing to fixed price contracts, hence improvement in efficiency had direct impact in profits Also CMMI and 6 Sigma was suited for software specification rather than delivering business solution

CHALLENGES IN IMPLEMENTING LEAN

And while Wipro could draw parallels between assembly lines for Toyota cars and the steps involved in writing software applications, the company was still struggling to find an expert who could help start the journey. We decided not to repeat all the mistakes we made during Six Sigmait was top down, big launch, and it came with targets, says Deb. The biggest challenge with Six Sigma was that it took long for gaining acceptance among teams and the participation levels were quite low. Lean is not like a cookbook for recipes, it needs to be improved continuously

IMPLEMENTATION AND OUTCOME

Implementation of lean should be slow and controlled. Successful lean operations at Wipro involved a small rollout, reducing hierarchies, continuous improvement, sharing mistakes, and specialized tools. The concept of kaizen, or continuous improvement, for example, resulted in a more iterative approach to software development projects versus a sequential. waterfall method in which each step of the process is completed in turn by a separate worker.

DIFFERENT LEAN MEASURES USED

The DSM (design structure matrix) Defines connections and pathways for a projects workflow and suggests an order of tasks .

The SCE (system complexity estimator) Ranks a software module based on its complexity and compares its actual architecture with its ideal (simplest) architecture in order to learn where a team might need more or fewer skilled members.

Value Stream Mapping To identify and decrease wasted time and effort throughout the software development process.

VISUAL CONTROL BOARD & JIT APPROACH

JIT approach in Wipro: At project level every project was done in JIT But inside a project work was done through batch work By using JIT efficiency increased by roughly 30% Visual Control Board (Kanban): Before VCB, it was difficult for project manager to evaluate daily work of each engineer. By using VCB, every one was able to see the work completed and also their daily targets. This also increased learning of team members and information flow

JIDOKA & HEIJUNKA IN WIPRO

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Wipro followed two approaches for Jidoka: Periodic Code review: This happened daily. Daily builds: Here the work of group was complied and ran through a automated test. Heijunka: This ensured levelling of work load which helped Wipro to Reduce variability in work load. Reduce spike in demand. Made the company more responsive.

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Thank You