Implementation of Process Factory at a Leading Insurance Major
The idea
A QMS to be developed using Wipro’s proprietary innovation – The Factory Model to put in place:
Processes which deliver value
Business savvy processes
Seamless integration across processes
Value for money
Leveraging Industry Best Practices
The client
One of the largest insurance groups in the world, having a separate Information Technology solutions division which with its Global Service Partners provides support in areas of IT Infrastructure, Application Development and Maintenance etc.
The business challenge
The organization had several issues pertaining to process, even after earlier attempts at standardization, the processes were not adequate for implementation, there was low involvement during process definition leading to a poor user buy-in for the new processes and the process definition work not being transparent led to the customer not being aware of interim milestones and end results
The solution
Wipro developed the Process Factory which operates on the basis of:
Incorporating the proven best practices (like Lean, Six Sigma, Flexible Manufacturing, Visual Factory etc.) from manufacturing to deliver high quality assets at a lesser cost
Customer / Business focused service catalogue
End-to-end process integration among processes across various domains (Engineering, Support, IT Operations and People Capability)
SLA driven operations and highly leveraging the reusable components
Scalable resource mix -Fixed and variable staffing
High leveraging of the Offshore work and effort distribution (25% at onsite and 75% at offshore)
Incorporating manufacturing and software industry based practices like
o Demand Management (for Assembly Lines)
o Requirements Management (during work analysis & prioritization)
o Customer communications
o Process Impact Analysis
o Design and development (Process definition / Modification / Consolidation / Adoption)
o Verification and Validation
o Process prototyping through small pilots
o Trainings
o Factory management
Involving all key practitioners in process definition through Technical Working Group (TWG) sessions, which helped in overcoming resistance to change during implementation and also brought in the ownership
Business benefits
Financial savings: Using the Process Factory model, the new QMS definition cost was a fraction of the cost of a traditional definition - approximately 50%
Lower development schedule: Entire QMS was defined over a period of 5 months – less than a third of the time that the traditional methods would have taken
The economies of scale with the Process Factory model provided enabled the client to have greater gains as compared to the conventional model
Organisation has now transformed to an integrated Quality Management System comprising of 36 end-to-end processes and 1000 process artifacts, defined and spread across 7 different domains of Project Management, Process Management, People Management, Support, Enterprise, Service Support and Service Delivery domain.
