XEROX
 In 1938, Xerographic machine was invented by chester    carlson   In 1944, Carlson refined his process named as    ‘’él...
 The strong demand for Xeroxs products led the  company from strength to strength and revenues  soared from $37 million i...
 The Leadership through Quality program introduced  by Kearns revitalized the company. The program encouraged Xerox to f...
 Planning Analysis Integration Action Maturity
 Adopted Functional benchmarking with the study of  the warehousing and inventory management system of  L.L. Bean (Bean)...
 American Express -for billing and collection Cummins Engines and Ford -for factory floor layout Florida Power and Ligh...
 Japanese copier companies put together had only 1,000  suppliers, while Xerox alone had 5,000 Xerox reduced the number ...
 Traditionally, technical representatives decided the  level of spare parts inventory to be carried; little  information ...
 Xerox introduced a Customer Satisfaction Measurement System The company sent out over 55,000 questionnaires monthly to ...
 Xerox formed a transition team consisting of 24 senior  managers and consultants from McKinsey & Co The transition team...
 The transition team also replaced the existing complex  matrix by three Strategic Business Units (SBUs)  - Enterprise Se...
 Highly satisfied customers for its copier/duplicator and  printing systems increased by 38% and 39% respectively Custom...
 Xerox Corporation (NYSE: XRX) ranked as the  worldwide market share leader in Managed Print  Services (MPS) based on rev...
Management | Principles of Management
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Management | Principles of Management

  1. 1. XEROX
  2. 2.  In 1938, Xerographic machine was invented by chester carlson In 1944, Carlson refined his process named as ‘’électrophotography’’ Haloid later obtained all rights to chester’s invention and put the trademark ‘XEROX’ IN 1948 Haloid changed its name to Haloid Xerox Inc in 1958, and to The Xerox Corporation in 1961 Xerox was listed on the New York Stock Exchange in 1961 and on the Chicago Stock Exchange in 1990
  3. 3.  The strong demand for Xeroxs products led the company from strength to strength and revenues soared from $37 million in 1960 to $268 million in 1965. In 1969, it set up a corporate R&D facility, the Palo Alto Research Center (PARC), to develop technology in- house As Xerox grew rapidly, a variety of controls and procedures were instituted and the number of management layers was increased during the 1970s
  4. 4.  The Leadership through Quality program introduced by Kearns revitalized the company. The program encouraged Xerox to find ways to reduce their manufacturing costs. Xerox defined benchmarking as the process of measuring its products, Services, and practices against its toughest competitors, identifying the gaps and establishing goals.
  5. 5.  Planning Analysis Integration Action Maturity
  6. 6.  Adopted Functional benchmarking with the study of the warehousing and inventory management system of L.L. Bean (Bean) Bean had developed a computer program that made order filling very efficient It allowed stock pickers to travel the shortest possible distance in collecting goods at the warehouse The increased speed and accuracy of order filling achieved by Bean attracted Xerox
  7. 7.  American Express -for billing and collection Cummins Engines and Ford -for factory floor layout Florida Power and Light -for quality improvement Honda -for supplier development Toyota -for quality management Hewlett-Packard -for research and product development Saturn -a division of General Motors Fuji Xerox -for manufacturing operations DuPont -for manufacturing safety
  8. 8.  Japanese copier companies put together had only 1,000 suppliers, while Xerox alone had 5,000 Xerox reduced the number of vendors for the copier business from 5,000 to just 400. Xerox also created a vendor certification process . Vendors were consulted for ideas on better designs and improved customer service also
  9. 9.  Traditionally, technical representatives decided the level of spare parts inventory to be carried; little information was available on the actual usage pattern of the spare parts The stocking policy followed by Xerox branch managers was to hold fully finished, fully configured products near to the customer Company changed the above setup Working capital cycle time was cut by 70% leading to savings of about $200 million.
  10. 10.  Xerox introduced a Customer Satisfaction Measurement System The company sent out over 55,000 questionnaires monthly to its customers. It then benchmarked against those competitors that had scored high marks on specific measures of customer satisfaction
  11. 11.  Xerox formed a transition team consisting of 24 senior managers and consultants from McKinsey & Co The transition team took action at two levels - Firstly, it conveyed the message clearly to the world that Xerox was pursuing more widespread use of TQM. -It identified and addressed the obstacles that were likely to slow down the spread of TQM.
  12. 12.  The transition team also replaced the existing complex matrix by three Strategic Business Units (SBUs) - Enterprise Service Business - Office Copiers - Home Copiers In 1991, Xerox developed Business Excellence Certification (BEC) to integrate benchmarking with the companys overall strategies By the mid-1990s, benchmarking was extended to over 240 key areas of product, service and business performance at Xerox
  13. 13.  Highly satisfied customers for its copier/duplicator and printing systems increased by 38% and 39% respectively Customer complaints to the presidents office declined by more than 60% Overall customer satisfaction was rated at more than 90% in 1991 Xerox went on to become the only company worldwide to win all the three prestigious quality awards - Deming Award (Japan) in 1980 - Malcolm Baldridge National Quality Award in 1989 - European Quality Award in 1992
  14. 14.  Xerox Corporation (NYSE: XRX) ranked as the worldwide market share leader in Managed Print Services (MPS) based on revenue. Xerox believes this data further validates its approach to provide services and solutions that deliver business value. North America alone , Xerox accounts for 56 percent of the MPS market.
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