Corporate Restructuring

Corporate restructuring through quality initiatives
Case study
Six Sigma use Wipro Technologies
Submitted by:-
Naushad Alam
Bft/14/l12
DFT-5

1. Corporate Restructuring 3
a. Process for Corporate Restructuring 3
b. Type of Corporate Restructuring 3
c. Needs of Corporate Restructuring 4
d. Objectives corporate restructuring 4
e. Tools of Corporate Restructuring 7
f. Conclusion of Corporate Restructuring 7
2. Quality Improvement use The Six Sigma 8
a. Six Sigma approach 9
b. Methodology 9
c. Six Sigma project on quality compliance 10
d. Six Sigma project on quality compliance 10
3. Six Sigma use Wipro Technologies 13
a. Backdrop 13
b. Evolution of Six Sigma at Wipro 14
c. Difficulties encountered by Wipro and learning 15
d. Build the Culture 15
e. Project selection 15
f. Training 15
g. Resources 15
h. Project Reviews 15
i. Implementation of Six Sigma at Wipro 16
j. For developing new processes 16
k. For Improving Existing Processes 16
l. For Reengineering 16
m. Six Sigma projects at Wipro 17
n. Six Sigma Consultancy at Wipro 17
o. Reaping the Benefits 18
p. Future Focus and Challenges 19
q. 20

Corporate Restructuring
Introduction Corporate Restructuring is the process of redesigning one or more aspects of a
company. The process of reorganizing a company may be implemented due to a number of different
factors, such as positioning the company to be more competitive, surviving a currently adverse
economic climate, or acting on the self-confidence of the corporation to move in an entirely new
direction. Before restructuring there must be an existing structure which may have many limitations/
restrictions such as finance, legal, business and management which are to be kept in mind before
restructuring. In other words, restructuring could be considered as making alterations to some extent to
the existing structure. Corporate Restructuring may have a single objective or multiple objectives;
amongst them, there must be a dominant objective in addition to other important objectives for a
successful corporate restructuring. Hence, Corporate Restructuring is a comprehensive process by which
a company can consolidate its business operations and strengthen its position for achieving its short-
term and long-term corporate objectives. Corporate Restructuring is vital for the survival of a company
in a competitive environment.
Short form description of corporate restructuring
• To rearrange, rebuild, restructure, reorganize, change
• Comprehensive process
Process for Corporate Restructuring
While looking at the concept of corporate restructuring, there is process to make it successful in
achieving its stated objectives. For that a company must understand the objectives which are to be
achieved and put forward the options or their opinions to achieve them. On selecting the appropriate
option, a company can execute the same.
Type of Corporate Restructuring
• Financial Restructuring – re-organization of capital, buy-back, CDR, acquisitions, mergers, joint
ventures and strategic alliances
• Technological restructuring – alliances for technical expertise
• Market Restructuring – product / market segments

• Organizational Restructuring – internal structures and Procedures
Needs of Corporate Restructuring
 To expand the business or operations of the company.
 To carry on the business of the company more economically or more efficiently.
 To focus on its core strength
 Cost Reduction, by deriving the benefits of economies of scale.
 To obtain tax advantages by merging a loss-making company with a profit-making company.
 To have access to better technology.
 To improve the debt-equity ratio.
 To have a better market share.
 To overcome significant problems in a company.
 To become globally competitive.
 To eliminate competition between the companies.
Objectives corporate restructuring
•Growth
•Diversification
•Optimum utilization of capacities
•Improved competencies
•Synergistic operational advantages
•Cost reduction
•Consolidation and economies of scale
•Financial restructuring / support
•Revival of weak or sick company
•Tax benefits
•Widen market presence
•Advantages of brand equity / goodwill / IP
•Horizontal / vertical integration

Tools of Corporate Restructuring
The process of restructuring through mergers and amalgamations has been a regular feature in
the developed and free economy nations like USA and European countries, more particularly in the UK,
where hundreds of mergers take place every year. There are many tools and strategies by which or
through which Corporate Restructuring can be processed such as
•Merger and Amalgamation
• Reverse Merger
•Re-organization of capital - buy-back, reduction, capitalization of reserves
•Compromise / Arrangement
•Demerger
•Acquisition / Takeover
•Disinvestment
•Slump sale
•Strategic Alliance
•Joint Venture
•Merger and Amalgamation:
Amalgamation is the process of combining or uniting multiple entities into one form. The term
amalgamation is not defined under the Companies’ Act, 1956. Generally speaking, amalgamation is a
legal process by which two or more companies are joined together to form a new entity or one or more
companies are to be absorbed or blended with another. As a consequence, the amalgamating company
loses its existence and its shareholder become the shareholder of the new or amalgamated company,
Merger is an arrangement whereby the assets of two or more companies become vested in or
under the control of one company, which may or may not be one of the original two companies, which
has as its shareholders, all or substantially all, the shareholders of the two companies.
• Defined under section 2(1B) of I.T. Act, 1961 “Amalgamation”, means the merger of one or more
companies with another company or the merger of two or more companies to form one company, in
such a manner that, it results in transfer of all properties and liabilities of amalgamating companies to

the amalgamated company and shareholders holding not less than 3/4th in value of the shares of the
amalgamating companies would become the shareholders of the amalgamated company
• By absorption – where transferor company merges into the transferee company and the transferor
company stands dissolved without winding up
• By formation – where two or more companies merge and a new company is formed
Types of Merger
• Co-generic: - within the same industries and taking place at the same level of economic activity
- Horizontal merger
- Vertical merger
- Conglomerate merger (between unrelated businesses)
• Reverse Merger
• Sick company (BIFR)
• Banking company (Banking Regulation Act)
• Insurance company (IRDA)
Co-generic
 Horizontal Merger:- Acquisition of a company in the same industry in which the acquiring firm
competes increases a firm’s market power by exploiting
 Vertical Merger:-Acquisition of a supplier or distributor of one or more of the firm’s goods or
services
 Conglomerate Merge:- Acquisition by any company of unrelated industry
• Reverse Merger
It is when a private company purchases control of a public company and then carries out a merger with
a private company. With a reverse merger, the private company shareholders receive most of the shares
of the public company and control of the Board. A reverse merger is a quick way of going public with the
time-table being only a couple of weeks. The reason a reverse merger is so quick is that the public
company has already completed all the necessary paper-work and reviews in order to become public.

• Demerger
The act of splitting off a part of an existing company to become a new company, which operates
completely separately from the original company. Shareholders of the original company are usually
given an equivalent stake of ownership in the new company. A demerger is often done to help each of
the segments operate more smoothly, as they can now focus on a more specific task.
• Take-over
It is the purchase of one company by another. The term refers to the acquisition of a public company
whose shares are listed on the Stock Exchange, in contrast to the acquisition of a private company.
• Joint Venture
Two parties, (individuals or companies), incorporate a company in India. The business of one party is
transferred to the company and, as a consideration for such a transfer; shares are issued by the
company and subscribed by that party. The other party subscribes to the shares in cash. The parties
subscribe to the shares of the joint-venture company in agreed proportion, in cash, and start a new
business.
• Disinvestment
It means to sell off certain assets, such as a manufacturing plant, a division or subsidiary, or product
line.
•Buyback
The repurchase of outstanding shares by a company, in order to reduce the number of shares on the
market. Companies will buy back shares either to increase the value of shares still available or to
eliminate any threats by shareholders who may be looking for controlling powers. In other words,
Buyback is the reverse of issue of shares by a company where it offers to take back its shares owned by
the investors at a specified price, this offer can be binding or optional to the investors
Conclusion of Corporate Restructuring
The restructuring usually takes place when a business is struggling and losing money. A third party will
be brought in to assess the way that the business is being run, and then make recommendations based
on what they found that will help make the business run more efficiently. A strong corporate

restructuring firm will have experts in a wide variety of areas that can examine all aspects of a business
to help find solutions. A good corporate restructuring firm will not just identify problems of where
money is being lost, but also offer solutions that a company can implement in order to solve those
problems. They will also help a company through the process of restructuring by developing forecasts of
what to expect and making sure the company is able to secure the capital available to make those
changes. Corporate restructuring can help restore, preserve and enhance the value of an organization
Six Sigma
What is Six Sigma?
The word is a statistical term that measures how far a
given process deviates from perfection. Six Sigma is named
after the process that has six standard deviations on each
side of the specification window. It is a disciplined, data-
driven approach and methodology for eliminating defects.
The central idea behind Six Sigma is that if you can measure
how many “defects” you have in a process, you can
systematically figure out how to eliminate them and get as
close to “zero defects” as possible.
Six Sigma starts with the application of statistical methods for translating information
from customers into specifications for products or services being developed or produced. Six
Sigma is the business strategy and a philosophy of one working smarter not harder. One sigma
gives a precision of 68.27%, two sigma, of 95.45% and three sigma of 99.73%, whereas Six
Sigma gives a precision of 99.9997%.Although 99.73% sounds very good, it slowly dawned on
companies that there is a tremendous difference between 99.73% and 99.9997%.
To achieve Six Sigma Quality, a process must produce no more that 3.4 defects per
million opportunities. An opportunity is defined as a chance for nonconformance, or not
meeting the required specifications. This means one needs to be nearly flawless in executing
key processes. The process and culture is conditioned for zero defects rather than being one
that accepts that it is inevitable, and acceptable, that mistakes will occur. Hence Six Sigma

delivers substantial cost reductions, enhanced efficiencies, sustainable improvements and
increased stakeholder value.
Quality Improvement use the Six Sigma Way
Six Sigma provides an effective mechanism to focus on customer requirements, through
improvement of process quality. Six Sigma projects are being carried Out with the objective of
improving on time delivery, Product quality and in-process quality
Six Sigma approach
The Six Sigma Approach is customer-driven. For a business or a manufacturing process, the
Sigma Capability is a metric that indicates how well the process is being performed. The higher the
Sigma Capability, the better, because it measures the capability of the process to achieve defect-free-
work.
The Six Sigma Approach is also data-driven. It focuses on reducing process variation, centering
the process and on optimizing the process. The emphasis is on the improvement of process capability
rather than the control of product quality, which includes the Improvement of quality and reduction of
cost of quality.
The Six Sigma Approach focuses on:
 Customer needs
 Data-driven improvements the inputs of the process
 Reducing or eliminating defects
 Reducing process variation
 Increasing process capability
The customer requirements for our centre are
 Accurate and Complete Customer
 Deliverables
 Customer Responsiveness
 Marketplace Competitiveness

To achieve these goals the Six Sigma approach was adopted in all the projects to pinpoint sources of
errors and ways of eliminating them.
Methodology
A Six Sigma Project consists of the following phases:
Define: -The product or process to be improved is identified. Customer needs are identified and
translated into Critical to Quality Characteristics (CTQs). The problem/goal statement, the project scope,
team roles and milestones are developed. A high-level process is mapped for the existing process.
Measure: -The key internal processes that influence the CTQs are identified and the defects generated
relative to the identified CTQs are measured.
Analyze:- The objective of this phase is to understand why defects are generated. Brainstorming and
statistical tools are used to identify key variables (X’s) that cause defects. The output of this phase is the
explanation of the variables that are most likely to affect process variation.
Improve:-The objective of this phase is to confirm the key variables and quantify the effect of these
variables on the CTQs. It also includes identifying the maximum acceptable ranges of the key variables,
validating the measurement systems and modifying the existing process to stay within these ranges.
Control:- The objective of this phase is to ensure that the modified process now enables the key
variables to stay within the maximum acceptable ranges, using tools like Statistical Process Control (SPC)
or simple checklists.
Six Sigma project on quality compliance
This section discusses a Six Sigma project on the improvement of product quality compliance,
which will give a better understanding of the approach, methodology and benefits of Six Sigma.
Define phase
The project teams had the problem of field errors being reported in the deliverables. Based on the
metrics for 1997, the long-term process capability for product quality was at 3.48σ, while the short-term
capability was at 4.98σ, and the Defects Per Million Opportunities (DPMO) were at 253. A Six Sigma
approach was initiated to improve the quality of deliverables. The goal of the project was to improve the
long-term process capability to more than 4σ and to reduce the DPMO by more than 50%.

High-level process mapping of the existing process
The project started the Define Phase with the identification of Product Quality as the CTQ. Team
members from different levels namely Project Leaders, Module Leaders, Team Members and the Quality
Team were identified for the Six Sigma project. A high-level process mapping for the existing process
was made.
Measure phase
During this phase, the key processes in the project lifecycle that affect the CTQ , were identified to be
project study, execution and delivery. Measurements related to the CTQ were made in these phases.
The field errors reported by the client were classified as defects that have occurred in In each of these
processes, the input process variables (controllable or critical-those that show The Input Variable —
Quality of Inputs, had various attributes namely, clarity of scope definitions, completeness of inputs, and
conformance of inputs to standards. This variable became a critical variable that affected the product
quality, since the inputs for the projects were obtained from the customer.
Therefore, it was decided to analyses the effect of quality of inputs separately. A Black Belt
project named 'Analysis of Input Quality' was executed in 1998. As a result of this project, process
control in the form of an input checklist was introduced at the project start-up phase, to prevent defects
occurring in the project deliverables due to wrong inputs.
six
sigma
Project
Initiatio
n
Project
Study
Effort
Estimati
on /
Scheduli
ng
Resourc
e
Allocatio
n
Executi
on
Quality
Assurance
Deliver
y
Feedba
ck

Analyze phase
Process performance was assessed using Cause-and Effect diagrams, to isolate key problem areas, to
study the causes for the deviation from ideal performance, and to identify if there is a relationship
between the variables. Extensive brain-storming sessions were held with team members to evolve these
diagrams. the Cause-and-Effect diagrams for one of the project teams. The probable causes that can
lead to quality nonconformance in a project during different phases of a project life cycle were listed
The Failure Modes and Effects Analysis (FMEA) was subsequently carried out to arrive at a plan for
Prevention of causes for failure. FMEA is a tool that helps prevent the occurrence of problems by:
Identifying the potential failure modes in which a process or product may fail to meet specifications, and
Rating the severity of the effect on the customer
Control phase
The process improvements that were introduced resulted in the reduction of field errors. The best
practices and lessons learnt in this Six Sigma project for engineering design were applied in other project
teams and other types of projects.
Since the field errors reduced and the process capability for quality deliverables increased to
more than five sigma, the emphasis shifted to improvement of in-process quality. This is to be achieved
through reduction of in-process quality cost as explained below. The project life cycle has a phase for
Quality Assurance (QA).
A number of Defect Prevention practices were identified in these GB projects and were built
into the Processes of the project life cycle. To measure the quality cost, a metric called "rework" index
was used. This metric is calculated as percentage project effort spent in rework. Control charts were
drawn to track the process level (process characteristic within projects) and process variation
simultaneously and also to detect the presence of special causes.

Six Sigma use Wipro Technologies
Wipro Technologies is a global services provider delivering technology-driven business Solutions
that meet the strategic objectives of clients. Wipro has 40+ ‘Centers of Excellence’ that create solutions
around specific needs of industries. Wipro delivers unmatched business value to customers through a
combination of process excellence, quality frameworks and service delivery innovation. Wipro is the
World's first CMMi Level 5 certified software services company and the first outside USA to receive the
IEEE Software Process Award.
Wipro has one of the most mature Six Sigma programs in the industry ensuring that 91% of the projects
are completed on schedule, much above the industry average of 55%. Six Sigma provides the tools for
continuous improvement on existing processes thereby helping sustain the SEI-CMM Level 5 and CMMi
certifications. This case focuses on the initiatives taken by Wipro Technologies to implement the Six
Sigma Quality tool to achieve sustained strategic business results. It explores the implementation
procedure at Wipro Technologies and the benefits reaped by the company on account of adopting Six
Sigma. The case also throws light on the recent developments in the Six Sigma concept including
Wipro’s Six Sigma Skill base and consulting experience and explains how the company intends to build
its expertise and experience – to bring continuous process improvement to the organization.
Backdrop
Wipro Limited was established in 1945 and commenced its operations in 1946 as a Vegetable oil
Company. In the early 1980s, Wipro diversified into the Information Technology sector with
Liberalization hitting India in the 1980s. This has been a Fascinating transformation from a vegetable oil
company into a global IT services giant. Today, Wipro Technologies has become a global service provider
delivering technology driven Business solutions that meet the strategic objectives of clients. Wipro has
40+ ‘Centers of Excellence’ that create solutions related to specific needs of Industries. Wipro Can boast
of delivering unmatched business value to customers through a combination of Process excellence
quality frameworks and service delivery innovation. A strong emphasis upon building a professional
work environment, leaders from within, and having a global outlook for business and growth have led to
innovation of people Processes on a continued basis. Over the years, Wipro has significantly
strengthened its Competency based people processes and demonstrated innovative practices in talent
acquisition, deployment, and development, based on strategic needs. A leading provider of
communication networks in the US required improvement in the product performance of a telecom

application using Six Sigma methodologies. Thus, with the growing importance on aligning business
operations with customer needs and driving continuous improvement, Wipro began moving towards
focusing on Quality, thereby, creating a learning environment that led to implementation of Six Sigma.
Integrating Six Sigma concepts was also intended to bring rigor in effective upstream processes of the
software development life cycle. Implementation of Six Sigma methodologies brought in quantitative
understanding, cost savings, and performance improvement towards product quality.
Some of the key challenges involved were
 Reduce the data transfer time
 Reduce the risk
 Avoid interruption due to LAN/WAN downtime.
 Parallel availability of the switch for the other administrative tasks during the
 same period.
Evolution of Six Sigma at Wipro.
Wipro is the first Indian company to adopt Six Sigma. Today, Wipro has one of the most
Mature Six Sigma programs in the industry ensuring that 91% of the projects are
Completed on schedule, mush above the industry average of 55%.
As the pioneers of Six Sigma in India, Wipro has already put around ten years into Process improvement
through Six Sigma. Along the way, it has scaled Six Sigma ladder, while helping to roll out over 1000
projects. The Six Sigma program spreads right across verticals and impacts multiple areas such as project
management, market development and resource utilization.
Six Sigma at Wipro simply means a measure of quality that strives for near perfection. It
is an umbrella initiative covering all business units and divisions so that it could
Transform itself in a world class organization.
At Wipro, it means:
 Have products and services meet global benchmarks
 Ensure robust processes within the organization
 Consistently meet and exceed customer expectations
 Make Quality a culture within.

Difficulties encountered by Wipro and learning
Build the Culture
Implementation of Six Sigma required support from the higher level managers. It meant Restructuring of
the organization to provide the infrastructure, training and the confidence in the process. Wipro had to
build this culture and that took time in implementation.
Project selection
The first year of deployment was extremely difficult for Six Sigma success. They decided to select the
project on the basis of high probability of their success and targeted to complete them in a short period
to assess the success. These projects were treated as pilot projects with a focus to learn. For the
selection of the right project the field data was collected, process map was developed and the
importance of the project was judged from the eyes of customers.
Training
After the set up, the first step of implementation was to build a team of professionals and train them
for various stages of Six sigma. The training was spread in five phases: Defining, measuring, analyzing,
improving and controlling the process and lastly increasing customer satisfaction. These phases
consisted of statistics, bench marking and design of experiments. To find the right kind of people and
train them was a difficult job. This motivated Wipro to start their own consultancy to train the people.
Resources
It was difficult to identify resources that required for short-term basis and long-term basis as it varied
from project to project. Wipro did it on the basis of seriousness and importance of the project.
Project Reviews
As timely reviews play a very crucial role to judge the success of a project. Wipro had to develop a team
of experts for this purpose. The task assigned was to see the timeliness, find out gap, week areas and to
check the outcome as per the plan.

Implementation of Six Sigma at Wipro.
Wipro has adopted the project approach for Six Sigma, where projects are identified on the basis of the
problem areas under each of the critical Business Processes that adversely impacts the business
significantly.
Wipro has evolved following Six Sigma methodologies
For developing new processes
(i) DSSS+ Methodology –Wipro employs DSSS methodology for software development. The methodology
uses rigorous in-process metrics and cause analysis throughout the software development lifecycle for
defect free deliveries and lower customer cost of application development.
(ii) DSSP Methodology – used for designing new processes and products
(iii) DCAM Methodology – used for designing for customer satisfaction and manufacturability
For Improving Existing Processes
(i) TQSS Methodology –used for defect reduction in Transactional processes.
(ii) DMAIC Methodology -used for process improvement in Non-transactional process
For Reengineering
CFPM Methodology - used for cross functional Process mapping.
The list of players at Wipro is as below:
Executive Management
Six Sigma Champions and Deployment Leaders
Financial Executives
 Black Belts
 Green Belts
 Yellow Belts

Six Sigma projects at Wipro
 Driven by business heads, also called Champions for the projects.
 Led by Green Belts (GB)
 Assisted by Black Belts (BB)
The Management of the project at Wipro follows the following tools for implementation of Six Sigma
 Ideation
 Definition
 Selection
 Tracking
 Reporting
Currently 15000+ employees are trained in Six Sigma methodologies. Wipro has also
built up a Six Sigma skill base of over 180 certified black belts while helping to roll over a 1000 projects.
Six Sigma Consultancy at Wipro
Wipro’s Six Sigma consulting experience has peaked with the indigenous development of new
methodologies that it takes to its customers. As Wipro continues Six Sigma
Consulting journey, it builds on its expertise and experience- to provide enterprise-class Coverage of
topics in business process management and information technology systems Integration. The focus is on
supporting the project needs and is also integrated with other Methods to support process needs.
Currently there are over 200 pmi certified consultants At Wipro. The Wipro quality consulting group
trains in achieving the precision of six sigma with Wipro’s own methodologies, training capabilities and
global experience. Wipro also helps in institutionalizing Six Sigma across the organization for
transformation.
Wipro provides consulting in institutionalizing an organization wide Six Sigma program that specializes in
implementation across IT development, production support and core
Business operations
Wipro offers the following Six Sigma consulting services
 Six Sigma institutionalization
 Problem solving using six Sigma
 Six Sigma training

Reaping the Benefits
The financial gain that Wipro has achieved by using Six Sigma has been one of the high points
As the Six Sigma initiative started maturing Wipro identified two major phenomena
 The biggest projects had all been completed
 The Yellow-belt culture had cured little problems before they became big ones.
At this point, the project-oriented Six Sigma culture began to give way to the sustaining culture. The Six
Sigma process resulted in an achievement of close to 250%, 6 minutes for 1 MB transfer and 18 minutes
for average data transfer. The set target was 200%.
Because quality is customer driven, the objective of Six Sigma Implementation at Wipro has
continuously been on integrating and implementing approaches through a simultaneous focus on defect
reduction, timeliness, and productivity. This has translated to lower maintenance costs, schedule-
overrun costs, and development costs for customers. Measurements and progress indicators have been
oriented towards what the customer finds important and what the customer pays for. Towards this, Six
Sigma concepts have played an important role in Improving performance through a precise quantitative
understanding of the customer’s requirements thereby bringing in customer focus
 Improving the effectiveness in upstream processes of the software development life cycle by
defect reduction and cycle time reduction (rework in software down from 12% to 5%).
 Waste elimination and increased productivity up to 35%.
 Cost of failure avoidance
 Tangible cost savings due to lower application development cost for customer.
Analysts remarked that Six Sigma was an indisputable success at Wipro whether in terms of customer
satisfaction, improvement in internal performance, or in the improvement of shareowner value.
The results of achieving Six Sigma are rapid and overwhelming at Wipro Its unique methodology
provides Six Sigma knowledge and skills to the client, enabling the client to create ownership, generate
results and sustain success. The maturity of Wipro’s quality processes takes the benefits to another
level, ensuring that the customers benefit from
 30-40% lower total cost of ownership
 20-30% higher productivity
 On-time deliveries (93% projects completed on time)
 Lower field defect rates (67% lower than industry average).

The performance enhancement enabled the client to have an improved product with the overriding
benefit that the end customer perception of the quality of the client’s product is improved.
Future Focus and Challenges
Six Sigma certainly produces breakthrough improvement. But to achieve this Wipro will have to combine
the power of the Six Sigma method and tools with stretch goals, goals that almost seem too aggressive,
too optimistic.. Also Wipro will have to benchmark itself against the competition on the level of
performance achieved by rivals. This focus will lead to the adaptation of newer dimensions of the quality
management framework towards embodying a totality of process, people, product, and technology for
achieving high process capability.
Six Sigma projects require continuous change. Black Belts and Green belts develop improvements to
systems and processes for which they are not accountable. And when these participants are done with
their project, they ask the real system or process owner to implement and sustain their solution and
hence the challenge before Wipro lies in bringing the commitment towards continuing its process
optimization theory.
The Challenge will be to transform Six Sigma from a tool for improving product quality to an overall
business improvement methodology. The company’s aim will be at having 100% of its management
trained in Six Sigma.
To summarize, the quality system will continue to be based on incremental optimization, with rigorous
implementation and sustenance of the same. The goal will be to make quality as the No.1 objective for
all employees.

Help and reference
 DSSS+ (Developing Six Sigma Software) - Software Development
 DSSP (Designing Six Sigma Process & Product) –Software Development
 DCAM (Design for Customer Satisfaction and Manufacturability)-Hardware design &
Manufacture
 DMAIC (Define, Measure, Analyze, Improve, Control) - Helpdesk, Infra support, Call centre
 TQSS (Transactional Quality Using Six sigma)- defect reduction
 CFPM (Cross Functional Process Mapping) - Cross functional streamlining of process
 Green Belts (GB)- trained in Six Sigma who spend a portion of their time completing projects,but
maintain their regular work role and responsibilities. Depending on their workload, they can
spend anywhere from 10% to 50% of their time on their project(s).
 Black Belts (BB) - the experts in Six Sigma methodologies and its usage. Black Belts are the heart
and soul of the Six Sigma quality initiative. Their main purpose is to lead quality projects and
work full time until they are complete. Black Belts can typically complete four to six projects per
year with savings of approximately $230,000 per year.
 Champions: Facilitate the leadership, implementation and deployment of Six Sigma philosophy
Websites:
www.isixsigma.com
www.wipro.com

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