Tqm final12

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Tqm final12

  1. 1. QUEST FOR QUALITY AT MOTOROLA BY : ABHIMANYU , DEEPTODIP , SUDHANSHU
  2. 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 Rajiv Gandhi Institute Of Petroleum Technology
  3. 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 worksRajiv Gandhi Institute Of Petroleum Technology
  4. 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 TQMRajiv Gandhi Institute Of Petroleum Technology
  5. 5. Problem statementAfter winning the “Malcome Baldridge National Quality Award” they want to carry on the momentum of continuous quality improvement Rajiv Gandhi Institute Of Petroleum Technology
  6. 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 Rajiv Gandhi Institute Of Petroleum Technology
  7. 7. Possible TQM tools usedProblem solving tools• PDCA• 7QC tools Rajiv Gandhi Institute Of Petroleum Technology
  8. 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 Rajiv Gandhi Institute Of Petroleum Technology
  9. 9. Indian ScenarioQC Story• How it is prepared?• Example from WABCO TVS ( Sundaram Clayton Limited) Rajiv Gandhi Institute Of Petroleum Technology
  10. 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 Rajiv Gandhi Institute Of Petroleum Technology
  11. 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 Rajiv Gandhi Institute Of Petroleum Technology
  12. 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 Rajiv Gandhi Institute Of Petroleum Technology
  13. 13. • Question no. 4Definition 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 Rajiv Gandhi Institute Of Petroleum Technology
  14. 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 Rajiv Gandhi Institute Of Petroleum Technology
  15. 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 Rajiv Gandhi Institute Of Petroleum Technology
  16. 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 Rajiv Gandhi Institute Of Petroleum Technology
  17. 17. Rajiv Gandhi Institute Of Petroleum Technology
  18. 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 Rajiv Gandhi Institute Of Petroleum Technology
  19. 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. Rajiv Gandhi Institute Of Petroleum Technology
  20. 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 qualityRajiv Gandhi Institute Of Petroleum Technology
  21. 21. Rajiv Gandhi Institute Of Petroleum Technology

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