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Motorolaa
 

Motorolaa

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    Motorolaa Motorolaa Presentation Transcript

    • Presented to: Presented by: Prof. Anita Singh Nabonita Paul 09112 Area Chairperson- HR & OB Rinju Pillai 09172 Samta Gupta 09184 Sarvagya Shree 09187 Sonu Sharma 09213 Vijay Barma 09234
      • Motorola is a global communications leader powered by a passion to invent and an unceasing commitment to advancing the way the world connects.
      • Founded by Paul V. Galvin in Chicago, Illinois, in 1928
      • Motorola commitment : Help you get and stay connected with information and entertainment you want and need.
      • Organizational change is the implementation of new procedures or technologies intended to realign an organization with the changing demands of its business environment, or to capitalize on business opportunities.
      • Change usually involves the introduction of new procedures, people or ways of working which have a direct impact on the various stakeholders within an organization.
      • The key to successful change management lies in understanding the potential effects of a change initiative on these stakeholders. Will employees be scared, resistant, pessimistic or enthusiastic about your proposed changes?
      • But keeping pace with the rate of change is fast becoming a necessity of modern management. If a change program is not handled appropriately - despite the best of intentions - an organization is unlikely to achieve any of its desired goals or objectives.
      • The motto
      • “ LET’S MODIFY OURSELVES ”.
      • The Space and System Technology Group at Motorola gradually introduced SELF-MANAGING TEAMS as a work change initiative.
      • The concept of self – managed teams was resisted heavily at MOTOROLA Space and System Technology.
      • But the internal motto of MOTOROLA did the trick here, the management simply said
      • “ we are not changing , we are just modifying”
      • This came about from listening to employees and from a pressing need to improve quality of output and cycle times.
      • After initial resistance , it was accepted by almost 80% of the employees.
    • ALSO…. THE MOTOROLA ADDRESSED
      • REALIZE THAT FEAR OF THE UNKNOWN IS NATURAL
      • SURROUND YOURSELF WITH PEOPLE WHO ARE OPEN TO CHANGE
      • NEVER CHANGE YOUR CORE VALUES
      • KEEP RENEWING YOURSELF
      • This talk from the management of MOTOROLA helped the employees a great deal to understand the change.
      • The employees of the corporation accepted the change with less resistance after they realized that it was for their betterment ….
      • AND IF THEY WOULD PERFORM BETTER THE COMPANY WOULD DO BETTER
      • This came about from listening to employees and from a pressing need to improve quality of output and cycle times.
      • After initial resistance , it was accepted by almost 80% of the employees.
      • As a result of a well-communicated and carefully implemented change, Motorola was able to boast a figure of 22 defects per million , as compared to 750 defects per million before the change - a considerable improvement by any standards!
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      • Also Motorola introduced Motorola's Participative Management Program (PMP) by which Non-executive employees contribute directly towards the betterment of the organization by offering suggestions or giving feedback.
      • Comprised of employees who work in the same area or are assigned to achieve a specific aim, PMP teams meet often to assess progress toward meeting quality goals, to identify new initiatives, and to work on problems. To reward high quality work, savings that stem from team recommendations are shared.
      /18
      • To ensure that employees have the skills necessary to achieve company objectives, Motorola spent in excess of $270 million on worker education between 2005 and 2009. About 40 percent of the worker training provided by the company is devoted to quality matters, ranging from general principles of quality improvement to designing for manufacturability.
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      • As the inventor, Motorola has been engaged in Six Sigma longer than any other company, with over $18 billion dollars in verified savings since its inception.
      • Today at Motorola there’s a great emphasis on effectively attending to the human side of a Six Sigma process change.
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      • Sigma is a measure of “ goodness: the capability of a process to produce perfect work .”
      • A “defect” is any mistake that results in customer dissatisfaction.
      • Sigma indicates how often defects are likely to occur.
      • The higher the sigma level, the lower the defect rate.
      • The lower the defect rate, the higher the quality.
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      • Six Sigma Quality," a statistical measure of variation from a desired result. In concrete terms, Six Sigma translates into a target of no more than 3.4 defects per million products, customer services included.
      • At the manufacturing end, this requires "robust designs" that accommodate reasonable variation in component parts while providing consistently uniform final products. Motorola employees record the defects found in every function of the business, and statistical technologies are made a part of each and every employee's job.
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      • Reducing the " total cycle time "-the time from when a Motorola customer places an order until it is delivered.
      • Improving business performance.
      • Innovation , Diffusion & Adoption of TQM technique.
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      • Q uality of the product & services increased tremendously which had a positive impact on the profits of the company.
      • Value Creation.
      • Thanks in large part to its six sigma activities, the company dominates such key high-tech industries as pagers, cell phones, and mobile communications, and is a significant force in many others .
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      • Learning and an emphasis on quality are not the only reasons for Motorola's bottom-line success, but experts contend that the company's emphasis on continuous education and innovative quality are crucial advantages in today's marketplace.
      • "Training” is the strongest variable we see contributing to higher returns, and its importance grows over time. And there is growing financial proof that continuous learning may be one of the smartest investments employers and employees ever make.
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      • By investing heavily in its belief that better-educated employees are better competitors, Motorola is staying on the cutting edge.
      • Motorola management been very successful at developing business management strategy that has helped the company adapt to changes in digital technology and also improve the quality of its products and operations.
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      • Generate and maintain an extensive knowledge base that enables the company to project where and how to best leverage current core competencies in light of both supply- and demand-side trends.
      • Constantly search for methods on how to better product lines, processes, and people to capitalize on identified trends and opportunities.
      • Have the courage and passion to reinvent the company or product line by putting knowledge into action.
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