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 substandard products or services. It is a statistical method that implies a diversified business-oriented approach and the ability to improve processes, reduce costs and increase profits. This improvement tool is widely used in 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 vital to his business strategy at General Electric in 1995. It seeks to improve the quality of the outcome of a process by identifying and eliminating the causes of the problem. defect. Furthermore, it minimizes variability in production and business processes. It uses a variety 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: reducing process cycle times, reducing waste, reducing costs, increasing customer loyalty, and increasing profits. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original EssayThe term Six Sigma was devised from terms associated with the statistical modeling of manufacturing processes. The development of a manufacturing process can be described by a sigma score that shows the yield or percentage of defect-free products it creates. Motorola has set a "six sigma" goal for most of its manufacturing operations, and this goal has become synonymous with the management and engineering practices used to achieve it. The goal of any effective Six Sigma project is to produce statistically significant improvements in a process. Over time, multiple Six Sigma projects produce virtually defect-free performance. The fundamental objective of the Six Sigma methodology is the implementation of a measurement-based strategy that focuses on improving processes and reducing variation through the application of Six Sigma improvement projects. This is achieved through the use of two Six Sigma submethodologies: 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 improvements. 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 employed 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 Six Sigma Master Black Belts. Six Sigma identifies several key roles for its successful implementation. Executive leadership includes the CEO and other members of top management. They are responsible for defining a vision for the implementation of Six Sigma. They also give other role holders the freedom and resources to explore new ideas for transformational improvements by transcending departmental barriers and overcoming inherent resistance to change. Champions take responsibility for implementing Six Sigma throughout the organization in an integrated manner. Executive leadership attracts them from the topmanagement. Champions also serve as mentors to black belts. Master Black Belts, identified by Champions, act as internal coaches on Six Sigma. They dedicate 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 dedicate their time to ensuring the consistent application of Six Sigma across various functions and departments. Black Belts operate under the MasterBlack Belt to apply Six Sigma methodology to specific projects. They dedicate 100% of their precious time to Six Sigma. They focus primarily on executing Six Sigma projects and special leadership with special tasks, while Champions and Master Black Belts focus on identifying projects/functions for Six Sigma. Green Belts are employees who undertake the implementation of Six Sigma alongside their other job responsibilities, operating under the guidance of Black Belts. About WIPRO LTD. Wipro Ltd. is a leading global IT, consulting and business process services company. They leverage the power of cognitive computing, hyperautomation, robotics, cloud, analytics and emerging technologies to help their customers adapt to the digital world and succeed. A company recognized globally for its comprehensive portfolio of services, a strong commitment to sustainability and good corporate citizenship, they have more than 160,000 employees dedicated to serving customers across six continents. Together, they discover ideas and connect the dots to build a better, bolder 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 Vegetable 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, Sunflower and Camel. Why did Wipro adopt Six Sigma? To reduce data transfer time. To reduce the risk. To avoid interpretations due to LAN/WAN downtime. For parallel availability of the switch for other administrative tasks in the same period. What does Six Sigma mean at Wipro? Ensure products and services meet global benchmarks. Ensure robust processes within the organization. Consistently meet and exceed customer expectations. Making quality an internal culture. Challenges faced while implementing the Six Sigma program: Changing the culture: Restructuring the organization's culture, infrastructure, training and trust building took time. Project selection: Choosing a suitable project in the first year was a challenge. Wipro decided to select those projects which had higher chances of success and aimed to complete this project in a short span of time. Training: Finding the right people and training them was a tough task for Wipro. The training was divided into 5 phases: definition, measurement, analysis, improvement and control of the process and finally increase in customer satisfaction. Wipro has implemented Six Sigma Program for different service lines: Development of new processes Improvement of existing processes Re-engineering Different methodologies used by Wipro for implementation of Six Sigma For development of new processes: Six Sigma software development (DSSS methodology) : for software development.