Lean at wipro technologies case study

It is purely about engaging your managers.

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In the long run, lean principles result in bottom-up improvement: Front-line people generate and implement new ideas, while managers play a supporting role. But this is the end state; an organization rarely, if ever, starts there.

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Middle and senior managers are critical in launching the process. Turning a knowledge organization into a lean system requires a grassroots reinvention of how work is performed. The transformation demands sustained investment, a huge amount of training, a new culture, and new processes.

Wipro Technologies

Senior leadership must treat it as a long-term change program. He, Premji, was always aware and was even part of the Lean briefing sessions, it really helped drive this initiative.

Lean Six Sigma: Value Stream Mapping

He personally reviewed lean projects, consistently met with the leaders of the initiative, and spoke about it to the outside world. His public commitment made clear to employees that the program was there to stay. During recession of , Wipro decided to apply Lean across all application maintenance projects and squeeze the cost out at a time when customers were asking for rate cuts and do more with less.

During last 2 years, Wipro has moved over customers to the Lean model. By using Lean principles, Wipro was able to transition projects from rival vendors to its own project teams in days-a process that used to take up to six months earlier. This is because the transition time is reduced-the period when projects are not normally profitable. One of the top worries for any new outsourcing customer is the cost of switching between vendors.

By using Lean, Wipro is now able to bring down that entry barrier and make it more attractive for customers to switch. For example, they embarked upon Dependency Structure Matrix DSM for prioritization of requirements, sequencing the test scenarios, analyzing the impact, competency management, forward engineering. They emphasized upon mistake-proofing, Value stream mapping, Standardization, 5-S, automation, visual controls, workload leveling, concurrent engineering with the aim of waste elimination. They used Pugh matrix or tradeoff matrix for the selection of designs.

Some other tools such as FMEA, statistical Tools, paired programming etc also made parts of their unified toolkits. All these tools or categories of tools were given respective weights accordingly which eventually led them to obtain the excellence index for the projects in consideration. In addition, PO, their productivity office, continued to monitor the impact of different tools. They reported that, a few tools such as DSM, statistical analysis, and orthogonal arrays contributed significantly to increase the business value.

Wipro worked on both the visible and the invisible parts.

Much more than documents.

Wipro has continuously developed its own Lean framework and has applied its improvement processes and tools into a strategic capability. Lean principles are embedded into every Wipro engagement and allow the firm to help customers generate significant improvements in efficiency and effectiveness with IT departments. Persistence, not genius, is the key. Turning a knowledge operation, which has far fewer repetitive codifiable processes, into a lean system is harder still.

But as we have witnessed, it can be done. And the very difficulty means the system will be tough for a competitor to replicate. This is its power. You are welcomed to leave your comments here.

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