Its a presentation on Harvard business review case A, B, C about Xerox Corporation

1. AN EXCELLENCE IN
OPERATIONS CASE STUDY

2. PRESENTED BY : Group 2
Arindam Misra
Md Shafiul
Ravi S Chaudhary
Toulick Laskar
Varun Ganotra
Vinesh S Chauhan

3. Xerox : The riches to rags story ….
 1960s: Enjoyed a complete monopoly through patents.
 All of Porter’s 5 Forces : Favourable
 1973 : Federal Trade Commission intervention (PESTLE conditions), many
competitors come in, From Monopolist to less than 50% market Share
 Before they concentrated on strategizing on internal
standards, but after the deregulation, Xerox was forced to
look into the external factors for sustainability ….

4. Objectives for sustainability ….
 Diversification into other businesses did not yield desired
results.
Strategy Revised to:
 Improving Productivity
 Customer Satisfaction
 Cost Effectiveness

5. SWOT ANALYSIS….
•Strong Corporate Brand.
•Strong R&D Lab.Strengths
•Less focus on product features.
•Lack of performance in the document technology
division.
Weaknesses
•Significant acquisitions.
•Services poised to capture growth in cloud, mobility and
analytics.
Opportunities
•Trends indicate structural declines in document
technology.
•Competitors – HP, CANON Inc, Ricoh Company Ltd.
Threats

6. Strategy Begins ….
 Competitive Benchmarking
Comparing with the best practices of the competitor.
 Employee involvement
Employee involvement through Quality Circle.
 Business Effectiveness
Improving Productivity, cost effectiveness,
Customer Satisfaction.
Major Restructuring: Formation of SBUs

7. Leadership through Quality….
 Idea from Fuji Xerox : Successful turn around and
Deming’s Award.
 Total Quality Control : Adopted from Fuji Xerox but
modified for effectiveness.
 Competitive Benchmarking and Employee involvement
to be the basis.
 Quality Strategy: “Pursuit of Excellence”

8. Features of TQC:
 Quality is defined by customers' requirements
 Top management has direct responsibility for quality
improvement.
 "Increased quality comes from systematic analysis and
improvement of work processes.“
 "Quality improvement is a continuous effort and
conducted throughout the organization."

9. Implementation ….QualityImplementation
Team
Companywide
Members of
business groups
Strategy
Blue Book
Guidelines
Green Book
Guidelines
QualityTrainingTask
Force
Work with QIT
Implementation
time = 0
QualityTraining
Family group
Cascade
Training
Learn-Use-
Teach-Inspect
QIT QTTF Training

10. Tangible Benefits….
• 70,000 employees trained
• Reduced Avg. Manufacturing costs by 20%
• Reduced new product line time by 25%
• Reduced suppliers from 5,000 to 350
• Defect free rate to 99.5%
• Changes in Product planning/ Distribution/ Customer.
• Feedback from customers

11. Challenges to implementation ….
• Lagging behind the revised 1987 goal
• Integration of quality into daily work
• General management leadership
• Implementation process
• Scarce awards and Incentives
• Deteriorating quality network
• Lack as universal business driver

12. JIT, TQM and Lean Six Sigma ….
JIT
• Automated
material handling.
• Information
processing
system.
Lean
• Elimination of non-
value adding
elements
• Only what the
customers
perceive as value
is important.
Six Sigma
• Design and
implement the
most effective
solution.
• Stringent
measures for the
best quality.

13. Seven “Bottom line” for continuous
improvement
 Group & unit general management leadership
 Sustaining strategy implementation in accordance with “Green Book”
 A systematic process of total integration of quality as part of daily work
 Management role modeling, inspection and coaching
 Recognition & reward o reinforce the process to achieve desired result
 Quality specialist skills to improve the capability in using the processes
 Focus on satisfying the external customers’ requirements

14. Thank You