This document discusses how Motorola implemented Six Sigma and benchmarking to improve quality. It provides details on: 1. Motorola's implementation of Six Sigma, which reduced defects by 99.7% and costs by 84% while increasing productivity by 12% annually. 2. How benchmarking best practices from other industries helped Motorola develop a strategic quality plan focused on leadership, process management, and customer satisfaction. 3. The conclusions that benchmarking enabled goal-setting and improvements, communication of successes was important, and continuous improvement is needed to maintain performance leadership.

1. Outline:
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1. INTRODUCTION
2. PROPOSED SYSTEM
3. DESIGN OF MECHATRONICS SYSTEM
4. COMPONENTS

2. Introduction:
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• In this modern word, everyone is using a car with an
Air Conditioning system.
• Air conditioner has become necessity in all vehicles
nowadays. Even though AC has an advantage of
cooling system it has a major drawback of leakage
hazardous gases when the filter or evaporator fails, also
CO level increases when the car’s window is closed
while the AC is in ON condition.
• In general CO causes unconscious to passenger and
even causes death because CO is colour less, odourless
and poisonous gas.

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• An increase in CO levels in car compromises the
amount of O2 reaching the blood. This results in the
blood carrying more CO which can lead to a shock or in
severe cases sudden death.
• This increase in CO is due to two reasons:
1. Leakage of hazardous gases when filter or
evaporator fails in AC.
2. In some cases AC functions well but breathing air
in closed space, even if the air circulates in and out
of car is not enough which causes increase in level
of CO.

4. PROPOSED SYSTEM: :
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1. Atmel 89C51 Microcontroller
2. CO sensor
3. O2 sensor
4. A/D converter
5. Alarm beeps
6. Stepper Motor
7. Backup Oxygen cylinder

5. Design of Mechatronics System:
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6. Components:
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1) GAS SENSORS:
• A gas sensor or detector is a device which detects the
presence of various gases within the area, usually as the
part of a safety system.
• This type of equipment is used to detect gas leakage and
interface with the control system so as to shut down the
process easily.
• Gas detectors are used to detect combustible, flammable
and toxic gases, and also oxygen depletion.

7. Flowchart:
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8. Advantages of Six-Sigma.
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• Using the Six Sigma approach, Motorola is continuously working
toward capturing, measuring and eliminating defects in every process.
• Six Sigma also allows them to maintain their focus on the processes,
not the people.
• They believe that if the processes are designed to be flawless, people
will perform flawlessly using the process.

9. Reaping the Benefits:
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Major advantage of Benchmarking done by Motorola on various
processes and quality aspects were:
• From 1987 to 1999, the first twelve years of Six Sigma at Motorola,
their business saw significant results.
• By 1999, Motorola had eliminated 99.7% of all in-process defects.
• The Cost of Poor Quality was reduced by more than 84% on a per unit
basis, and cumulative manufacturing cost savings totalled more than
$18 billion.
• At the same time, employee productivity increased dramatically--up
12% annually.

10. Reaping the Benefits:
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• The investment in Six Sigma paid off, and in 1988, Motorola was the
first large company wide winner of the Malcolm Baldridge National
Quality Award, awarded by the U.S. Congress to recognize and inspire
the pursuit of quality in American business.

11. Attaining excellence Through Total
Customer Satisfaction.
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After the implementation of the Six Sigma to the organization,
Motorola understood the need of Total Customer Satisfaction.
• Six Sigma is vital to ensuring a commitment to quality throughout our
internal processes, but it's only the first step.
• To ensure that Motorola is able to continuously improve customer
satisfaction, they took a holistic approach to quality and have looked
for ways to build it into the entire fabric of the organization.
• This means not only meeting customer expectations by delivering
high-quality products that are priced competitively, but also shaping
customer perceptions by creating an environment of trust through
customer communication and engagement.

12. Attaining excellence Through Total
Customer Satisfaction.
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• Because quality is driven from the outside by the voice of the
customer, they regularly measure customer satisfaction and ask for
customer input in developing action plans and implementing
procedures that will deliver a superior experience to customers.
• Currently, 79% of their customers say that they would continue to
purchase Motorola products and services in the future, and 75% say
they would recommend Motorola to colleagues.
• Further, 63% report that they are very satisfied with the ease of doing
business with Motorola.

13. Implementation:
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Motorola began with Competitive Benchmarking. The company
found that this type of Benchmarking was inadequate as the very best
practices, in some processes or operations were not followed by the
other organizations.
The Company then adopted Generic benchmarking as it involves of
practicing all the best practices in the industry.
The Organization felt the need for forecasting in order to achieve
excellence.
Benchmarking various processes and quality aspects of various
organizations they prepared seven steps in order to achieve
performance excellence.

14. Implementation:
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1. Leadership : A commitment to quality at the top of the
organization is crucial to our success.
2. Strategic Planning :Quality is a key factor in developing
Motorola's business strategy.
3. Customer and Market Focus : Our customers and the quality they
demand are at the heart of any strategic plan Motorola develops.
4. Fact-Based Decisions : Motorola's decision-making processes are
driven by facts that are derived through obtaining and analyzing
the correct information.
5. Human Resources: Attracting and retaining good employees and
creating a work environment that emphasizes commitment to
customers is vital to maintaining high levels of quality.
6. Process Management : Through Six Sigma, they maintain their
focus on continuous improvement of all of our internal processes.

15. Implementation:
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7. Business Results: Delivering results benefits Motorola, our
customers and our shareholders.

16. Conclusions:
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•Benchmarking enables decision makers to understand exactly how
much improvements they will need to accomplished in order to achieve
superior performance
• Frequent and regular benchmarking helps us to create specific and
measurable short terms plans that are based on current reality rather
than historical performance and which can support step by step
improvements and performance over time.
•The objective is to overtake the top performers, turning a performance
deficit into performance leadership.
•Benchmarking helped Motorola in order to develop and customize
their action plans such as:

17. Conclusions:
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1. Top down commitment and involvement: First and foremost,
corporate leaders must show a strong commitment and involvement
in quality initiatives. They must set the first example and take an
active role in auditing processes and searching for ways to improve
the business.
2. Measurement systems to track progress: At both macro and micro
levels, Motorola must always remain committed to finding and
tracking measurable results.
3. Tough goal setting: To ensure that we are establishing the highest
standards for our organization, Motorola regularly benchmarks best-
in-class companies to assess our products and services against those
of the competition.

18. Conclusions:
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4. Provide the required education: Employee involvement in the quality
process cannot be overemphasized. Employees must be trained in the
"whys" and the "how-to" of quality and what it means to customers.
5. Spread the success stories: Successes are as important to understand
as failures. Communicating organizational successes is a crucial step
in ensuring that Motorola can build upon them in the future.
6. Never lose sight of the customer's priorities: We must always
remember that customers are our first reason for existence.
7. And finally, never be satisfied: To survive, Motorola must always
strive for continuous improvement.

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