1.
QUEST FOR QUALITY AT
MOTOROLA
BY : ABHIMANYU , DEEPTODIP , SUDHANSHU

2.
Contents
 Case brief
 Problem statement
 Approach to the problem- company perspective
 Possible TQM tools used
 Examples of TQM practices implemented in the case
 Indian Scenario
 Questions from the case
 Milestones in the history of Motorola
 Key Learnings
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3.
Case brief
 Total Customer Satisfaction (TCS)
competition and Motorola
 Need for TCS Competition
 Objectives of the TCS competition
1. Renew emphasis on the participative process
at all levels of the organization
2. Recoznising and reward
3. Continuous improvement
4. Demonstrate the power of focused team effort
5. Communicate the efforts to others
 How it works
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4.
Cont…..
 Scoring criterion
1. Project selection
2. Team work
3. Analysis
4. Remedies
5. Results
6. Institutionalization
7. Presentation
 The real reward is actually high
consist of sharing stage with some of
the big guns of the company and the
life time opportunity of meeting
with the higher management levels
 Sharing the knowledge of TQM
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5.
Problem statement
After winning the “Malcome Baldridge National
Quality Award” they want to carry on the
momentum of continuous quality
improvement
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6.
Approach to the problem- company’s
perspective
• TCS competition across the country
• Supporting the cross functional practices
• Rewarding the work forces
• Building a trust across the organization
• Motivating the suppliers to perform quality task
• Employee empowerment
• Communicating the experiences with their
competitors
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7.
Possible TQM tools used
Problem solving tools
• PDCA
• 7QC tools
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8.
Examples of TQM practices
implemented in the case
• A team from automotive energy group from Texas
saves $1.8millions by reducing polyamide delimitation
for electronic circuits in six months
• Another cross functional team from Hong Kong
increases production capacity by 50 % in eight months
and also solved a design problem
• Land mobile product sector in Schaumberg created a
cartoon character to increases every aspect of
customer satisfaction
• A team from manufacturing plant saves $6.1 million by
developing new packaging standards and eliminating a
hidden cost of $1.2 million
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9.
Indian Scenario
QC Story
• How it is prepared?
• Example from WABCO TVS ( Sundaram
Clayton Limited)
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10.
Questions from the case
• Question no. 1
 People are the most important assets
Steps for maintaining the asset
 Employ empowerment
 Reorganization of efforts
 Rewarding the efforts
 Making others aware of the good
practices across the company
 To make them feel more valued and
attached to the company
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11.
• Question no. 2
 Members of cross functional team are experts of their own
fields
 Combination of different skill sets
 Way of working is different then the traditional style and
can be done in a project form
 TCS competition is one of the way Motorola used to
promote the cross functional team
 They also encourage the people to work in team by many
training programs
 Motorola University also contributes to encourage the
same
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12.
• Question no. 3
 TCS type competition encourages
the team work
 Rewarding people always
motivate them to work hard
 Educating and Valuing the lower
level work force spreads quality
from root level
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13.
• Question no. 4
Definition of culture: Culture refers to a system of shared
norms, beliefs , values and assumptions which binds people
together thereby creating shared meaning
 Quality assurance always requires discipline and trust in
the organization
 Every single small level should be valued equally in the
Quality Assurance process
 Every single employee should think about a single goal of
quality improvement
 Formation of CFT and the intensity of participation in TCS
shows the adoption at levels
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14.
• Question 5
 Motorola’ s TCS competition is one of the
initiative for continuous improvement-Never
Good Enough
 Company has a history of sharing the best
quality practices with all of its employees
across the world
 All participants in the finals were awarded
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15.
• Question no. 6
 Freedom to take independent decisions
 Ownership of the product and the process
 Recognition for improvement and innovation
 Competition among teams
 Equal treatment
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16.
• Question no. 7
 Matrix structure is suitable for Motorola
 Matrix structure groups employees by both
function and product. This structure can combine
the best of both separate structures. A matrix
organization frequently uses teams of employees
to accomplish work, in order to take advantage
of the strengths, as well as make up for the
weaknesses, of functional and decentralized
forms
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17.
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18.
Milestones in the history of
Motorola
• 1986 Motorola invents Six Sigma
• 1987 Motorola sets first ambitious Six Sigma
goals
• 1988 Motorola receives the Malcolm Baldrige
National Quality Award
• 1991 Motorola certifies first Six Sigma black
belts
• 1992 other leading organizations begin to
adopt Six Sigma
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19.
• 1999 Motorola university offers Six Sigma
consulting & training services
• 2002 Motorola university offers green & black
belt certification
• 2002 the new Six Sigma
• 2003 Motorola continues to innovate using six
sigma
• 2004 Motorola’s Six Sigma efforts are
rewarded again
Doc.
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20.
Key Learnings
• Quality pays
• Company’s culture supports
quality
• Employee empowerment is a
key to quality assurance
• Quality at every level ---
suppliers, dealers
• Knowledge sharing promotes
quality
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21.
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