Six Sigma is a method used to reduce variations in manufacturing, service or other business processes. Projects measure the cost/benefit of improving processes that produce inferior products or services. It is a statistical method that involves a varied business approach and the ability to improve processes, reduce costs and increase profits. This improvement tool is widely used in the manufacturing, industrial and service sectors. It is a set of techniques and tools used for process improvement. It was introduced by engineer Bill Smith while working at Motorola in 1986. Jack Welch made it an essential part of his business strategy at General Electric in 1995. It aims to improve the quality of the output of a process by identifying and eliminating the causes of the problem. default. Additionally, it minimizes variability in manufacturing and business processes. It uses a set of quality management methods and creates a special infrastructure of people within the organization who are experts in these methods. Every Six Sigma project carried out in an organization follows a defined sequence of steps. They have specific value objectives, such as: reduce process cycle time, reduce waste, reduce costs, increase customer loyalty, and increase profits. Say no to plagiarism. Get a tailor-made essay on “Why Violent Video Games Should Not Be Banned”? Get the original essayThe term Six Sigma was coined from terms associated with the statistical modeling of manufacturing processes. The development of a manufacturing process can be described by a sigma rating which shows the yield or percentage of defect-free products it creates. Motorola set a "six sigma" goal for the majority of its manufacturing operations, and this goal has become synonymous with the management and engineering practices used to achieve it. The goal of every effective Six Sigma project is to produce statistically significant improvements. in a process. Over time, many Six Sigma projects produce virtually defect-free performance. The fundamental goal of Six Sigma methodology is the implementation of a metrics-based strategy that focuses on process improvement and reduction of variation through the application of Six Sigma improvement projects. This is accomplished through the use of two Six Sigma sub-methodologies: DMAIC and DMADV. The Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) process is an improvement system for existing processes that do not meet specifications and seek incremental improvement. The Six Sigma DMADV (Define, Measure, Analyze, Design, Verify) process is an improvement system used to develop new processes or products to Six Sigma quality levels. It can also be used if a current process requires more than just incremental improvement. Both Six Sigma processes are performed by Six Sigma Green Belts and Six Sigma Black Belts and are supervised by Senior Six Sigma Black Belts. Six Sigma identifies several key roles for its successful implementation. Executive leadership includes the CEO and other members of senior management. They are responsible for setting a vision for the implementation of Six Sigma. They also give other role holders the freedom and resources to explore new ideas for revolutionary improvements by transcending departmental barriers and overcoming inherent resistance to change. THEChampions take responsibility for implementing Six Sigma throughout the organization in an integrated manner. Executive management recruits them from senior management. Champions also act as mentors to black belts. Master black belts, identified by champions, act as internal Six Sigma coaches. They devote 100% of their time to Six Sigma. They assist the champions and guide the black belts and green belts. In addition to statistical tasks, they devote their time to ensuring consistent application of Six Sigma across various functions and departments. Black Belts operate under the direction of the Master Black Belt to apply Six Sigma methodology to specific projects. They devote 100% of their valuable time to Six Sigma. They primarily focus on executing Six Sigma projects and providing special leadership with special tasks, while Champions and Master Black Belts focus on identifying projects/functions for Six Sigma. Green Belts are the employees who undertake the implementation of Six Sigma along with their other job responsibilities, operating under the direction of the Black Belts. About WIPRO LTD. Wipro Ltd. is a global leader in information technology, consulting and business process services. They harness the power of cognitive computing, hyper-automation, robotics, cloud, analytics and emerging technologies to help their clients adapt to the digital world and succeed. A company recognized worldwide for its comprehensive portfolio of services, a strong commitment to sustainable development. and good corporate citizenship, they have more than 160,000 dedicated employees serving customers on six continents. Together, they discover ideas and connect the dots to build a bold, new future. Wipro Limited (Western India Palm Refined Oils Limited or more recently, Western India Products Limited) is an Indian information technology services company headquartered in Bangalore, India. In 2013, Wipro split its non-IT businesses into separate companies to focus more on independent businesses. The company was incorporated on 29 December 1945 at Amalner, Maharashtra by Mohamed Premji as 'Western India Vegetal Products Limited', later shortened to 'Wipro'. It was initially established as a manufacturer of vegetable and refined oils in Amalner, Maharashtra, India, under the trade names of Kisan, Tournesol and Camel. Why did Wipro undertake Six Sigma? To reduce data transfer time. To reduce the risk. To avoid misinterpretation due to LAN/WAN downtime. For parallel availability of the switch for other administration tasks during the same period. What does Six Sigma mean at Wipro? Ensure that products and services meet global standards. Ensure robust processes within the organization. Consistently meet and exceed customer expectations. Make quality an internal culture. Challenges Faced While Implementing Six Sigma Program: Changing the Culture: Restructuring the organizational culture, infrastructure, training and building trust took time. Project Selection: Choosing a suitable project in the first year was a challenge. Wipro decided to select projects that had the highest chance of success and aimed to complete this project in a short period of time. Training: Finding the right people and training these people has been a difficult task at Wipro. The training took place in 5 phases: Define, measure, analyze, improve and control the.