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
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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 works
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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 TQM
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5. Problem statement
After winning the “Malcome Baldridge National
Quality Award” they want to carry on the
momentum of continuous quality
improvement
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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
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7. Possible TQM tools used
Problem solving tools
• PDCA
• 7QC tools
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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
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9. Indian Scenario
QC Story
• How it is prepared?
• Example from WABCO TVS ( Sundaram
Clayton Limited)
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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
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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
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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
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13. • Question no. 4
Definition 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
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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
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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
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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
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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
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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.
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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
quality
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