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TBR Wipro Lean
TBR Wipro Lean
Wipro is driving Enterprise Performance through Lean, partnering with organizations for
transformation programs and embedding Lean thinking into its culture and daily operations
TBR Position and Executive
Summary
Wipro has successfully applied
knowledge gained through its own
internal Lean initiatives to clients via
offerings from Wipro Consulting
Services' Process Excellence Practice.
The
Practice
utilizes
Wipros
intellectual property, lessons learned
from internal Lean projects, Lean
methodology and qualified, trained
and experienced engagement teams.
Wipro has continuously developed its
own Lean framework and has applied
its improvement processes and tools
into a strategic capability. Wipro
Consulting
Services
addresses
customer requirements to adopt Lean
as a strategy to reduce costs, improve
productivity
and
increase
transparency in IT operations.
Customers select Wipro based on its
track record of transforming its
clients IT organizations to be more
efficient and effective.
Wipros strong reputation in applying
Lean principles to organizations is
evident in its ability to win
transformation engagements that
include a Lean component against
consulting
organizations.
TBR
believes being a pioneer in applying
Lean to IT services will lead to a
robust resume in Lean, and, in turn
Wipro will become a more recognized
brand for applying Lean principles to
businesses.
What is Lean?
Lean has historically been known as the
manufacturing philosophy developed by
Toyota. The basic precept of Lean
manufacturing is that any activity or use of
resources that does not deliver value for the
customer is wasteful. Through sustainable,
continuous improvement focusing on solving
root problems, Lean techniques reduce waste
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2.
Quality management
3.
4.
Change management
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Figure 2:
Response
and
resolution
compliance for support calls
increased to 97%+ from 70% for
response and 44% for resolution
before Lean
Schedule
adherence
for
enhancement requests increased to
95%+
Lean
Focus
Problem Span
Approach
Data-centric
Top down
Templatized
Sequential problem solving
Defect removal
Variance reduction
People-centric
Bottoms up
Case-based & iterative
Reduce cycle time by waste elimination
Improve value-added activities/ throughput
Orientation
Elitist approach
Black Belt led
Mentoring concept
Grass-roots approach
Ignore traditional functional boundaries
Results are ingrained
Data driven
Statistical toolset
Solution Design
Output
Quick results
Small team
Iterative
Widespead
SOURCE: WIPRO
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Controlled
attrition,
customer
confidence in stability of the project
execution increased
Assess
as-is
process
and
organizational Lean readiness
Identify value-add and non-valueadd activities through design of a
customer value map
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3.
Non-remedy touches by T1 to T2
dropped to 150 from 713
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Example: U.S.-based
Banking and Financial
Services Company
A large Banking and Financial Services company
had a Corporate Process Improvement team
working on deploying Business Process
Management while it was chartered with
deploying Lean processes across the IT
enterprise to improve effectiveness and
efficiency. The Corporate Process Improvement
team was not experiencing much success in
either deployment, as it was hindered by the
lack of proper tools, standardization with IT and
mismatched optimization programs across its
divisional IT organization, central IT team and
corporate program.
Wipro stepped in and conducted a Lean
organizational assessment and developed an
enterprise IT process model with 13 end-to-end
processes, all of which were taken up for
deployment. Five stages were established to
deploy the process improvement efforts:
1.
Assess existing
2.
Conduct Kaizen
3.
Stabilize
4.
Optimize
5.
Excel
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Horizon 1 Experiment
Horizon 2 Engage
Horizon 3 Effectiveness
Horizon 4 Edge
The additional steps and milestones of each
phase can be found in Figure 4. As one of the
biggest questions customers have in regard to
Lean implementation is where to start, TBR
believes the 4E model provides a strong
blueprint for helping customers prioritize their
investments in Lean IT and gain acceptance
across the organization, which is critical given
the grass-roots philosophy embedded in
Lean thinking.
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Example:
U.S.
based
U.S.-based
Banking and
Financial Services
Manufacturing
Company
Company
A large manufacturing company already had a
corporatewide Six Sigma/Lean initiative in place
A large Banking and Financial Services company
before engaging Wipro. The IT organization,
in the U.S. had a Corporate Process
however, was under-utilizing Six Sigma/Lean
Improvement team working on deploying
tools on IT projects, as it was not 100%
Business
Process
Management
while
confident in the applicability and proper usage
simultaneously; it was chartered with deploying
of these tools. As a result, the company was
Lean processes across the IT enterprise to
not able to successfully align its Lean initiatives
improve effectiveness and efficiency. The
and projects with its strategic initiatives and
Corporate Process Improvement team was not
objectives and was experiencing pain areas in
experiencing much success in both deployments
its IT project lifecycle.
actions:
Defined
assessment
and facilitated
and developed
pilots for
an
enterprise processes
IT process model
pertaining
with 13toend-to-end
annual
processes,planning,
all of which
projectwere
selection,
taken project
up for
deployment.
monitoring
Five stages
and review
were established in
order to deploy the process improvement efforts:
1.
2.
3.
4.
5.
Demonstrated
Conduct
Kaizen pilot application of
Lean tenets in requirements
Stabilize
engineering and testing process
areas
Optimize
Redefined the IT project lifecycle
Excel
methodology
IN SUMMARY
TBR believes Lean Thinking will continue to grow in the post-recession economy as enterprise
clients continue to invest in ways to form more efficient business operations, including reducing
costs and improving productivity. We believe Lean IT principles are especially attractive to
organizations that have recently undergone M&A activity, particularly in the Banking & Financial
Services sector. Since 2009, clients in the Banking & Financial Services sector have engaged in
downsizing and right-sizing initiatives with the objective of cutting costs. Lean is applicable in the
financial services sector as a performance improvement strategy rather than merely a cost-cutting
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exercise. Implementing Lean provides a systematic approach to reducing waste, enables process
flow optimization, and helps clients develop a better concept of customers through a culture of
continuous improvements. In addition to the Banking & Financial Services sector, TBR believes the
public sector, including healthcare, and the manufacturing sector will increasingly seek Lean IT as
both tend to be transaction heavy and involve complex IT processes which are often decades old.
Wipros Consulting Services' Process Excellence Practice brings to market a unique combination of
highly experienced consultants, deep vertical market expertise and solutions, internal experiences
and proprietary frameworks and methodologies to deliver Lean to customers IT organizations in
the form of improved operational efficiency and effectiveness. Wipros Lean IT is poised to be a
transformation catalyst for enterprises looking to institutionalize Lean Thinking across the
organization and improve IT efficiency by applying its intellectual property tools and training
material such as Value Thread framework, Lean tool mapping for development, maintenance and
production support engagements, Lean readiness, and pilot selection kit. Wipro leverages its
internal Lean project experiences to apply best practices to resolve clients pain points with a
solution that is not overly complicated, yet delivers a high return on investment.
Cultural change is a critical component to Lean IT that allows for the transformation of IT into a
learning organization. Since many IT organizations struggle with negative workforce perceptions
about IT and business management requiring improved value for IT investments, Lean IT addresses
unused licenses, underutilized applications and dissatisfied employees. Wipro ensures that
continuous change management is created to train reluctant users and identify and overcome
barriers to adoption.
Wipro makes customer alignment a priority in its overall business strategy, investing in vertical
market solutions and expertise. Close working relationships become more like partnerships, as it
understands industry-specific solutions and industry dynamics.
Wipros offshore delivery capability further differentiates the provider, supporting Lean
engagements with seamless offshore delivery that helps reduce costs. TBR believes it is the
combination of these assets that make Wipro a qualified partner in Lean engagement and enable
the company to expand its footprint and market share within this dynamic market segment.
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