Transcript Quality Systems: A Motorola Perspective

SIX SIGMA
Presented by
JOHN A. LUPIENSKI
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Quality Journey
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Changing Motorola's Quality Culture
1979 "Our Quality Stinks."
The environment
- A U.S. Centered Company
- Japan Inc. Attacking
- Quality Control Mindset
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Changing Motorola's Quality Culture
1979
•
"Our Quality Stinks."
1980 •Corporate Quality Officer named
Business Leadership
- Senior Business Leader
- Change in focus
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Changing Motorola's Quality Culture
1979 • "Our Quality Stinks."
1980 • Corporate Quality Officer named
1981 • Motorola Training Center established
• 5 year 10X improvement goal
• Corporate Quality Council
- Senior Leaders
- Common culture
- Lead, Teach, Audit
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Corporate Quality Office
Suppliers
Customers
Business Units
Assess
Education
Quality Reviews
• Short term results
QSR
Process
CQO
Quality Council
- Lead
- Teach
• Lead
- Audit
• Teach
• Audit
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Motorola
University
• Courseware
Recommendations on
vision and direction
Management Board
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Changing Motorola's Quality Culture
1979 • "Our Quality Stinks."
1980 • Corporate Quality Officer named
1981 • Motorola Training Center established
• 5 year 10X improvement goal
• MCQC
• Quality System Review
- Common audit tool
- Set Standards of Excellence
- Process oriented
- Set direction, not methods
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
QSR Manual
Guidelines
April 1998
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Assessment Vehicle for Total Organization
• Sets a common goal of perfection
• Drives progress to world class standards
• Provides an awareness of quality process requirements
• Cross-fertilization of ideas (knowledge sharing)
• Teaching tool (auditors and auditees)
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
1981 • Began focus on Quality
1982 • MCQC began a process of biennial QSRs
Q
S
R
1986 • Six Sigma Quality and Total Customer Satisfaction introduced
1987 • Software subsystem was added
1988 • QSR was established for surveying suppliers’ quality systems
• ISO 9001 Mapped unto QSR
1989 • Weight of scores changed to emphasize Malcolm Baldrige criteria
H
I
S
T
O
R
Y
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1990 • MCQC approved the use of cross-functional survey teams
1991 • Internal and supplier QSRs are combined into the current
QSR forms and the QSR Guidelines
1994 • Updated to include 1994 Revision of ISO 9001
• Significant revisions to Subsystem 9, System 7
1995 • Corporate Quality System Department formed
1996 • Revision 4 includes Registrar’s Certification, Subsystem 11
and QS 9000 Supplement
1997 • Revision 5 - Business Process Focus, QS 9000 approach
• SEI Certification of SS 10
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Quality Subsystems
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1.
Quality System Management
2.
New Product / Technology / Service Development Control
3.
Supplier (Internal or External) Control
4.
Process Operation and Control
5.
Quality Data Programs
6.
Problem Solving Techniques
7.
Control of Quality Measurement Equipment and Systems
8.
Human Resource Involvement
9.
Customer Satisfaction Assessment
10.
Software Quality Assurance
11.
Legal and regulatory
12.
QS 9000 checklist
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Changing Motorola's Quality Culture
1979
• "Our Quality Stinks."
1980
• Corporate Quality Officer named
1981
• Motorola Training Center established
•
5 year, 10x quality improvement goal set
•
QSR Implemented
1985 • Communications Sector begins total
defect per unit measurement
July - Manufactured Products
November - Sales Orders
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Common Metric
Total defects per unit
• Count Defects
• Independent variable
• Ownership
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Benchmarking
IRS - Tax Advice (phone-in)
100K
(66810 ppm)
10K
Restaurant Bills
Doctor Prescription Writing
Payroll Processing
Order Write-up
Journal Vouchers
Wire Transfers
Average
Company(6210 ppm)
1K
Purchased Material
Lot Reject Rate Air Line Baggage
Handling
(233 ppm)
100
10
Best in Class
Domestic Airline
Flight Fatality Rate
(3.4 ppm)
1
2
3
4
SIGMA
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5
6
(0.43 ppm)
7
(with ±1.5 Sigma Shift)
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Quality Evolution Continues!
1987 • Corporation adopts Six Sigma
• 2 year, 10x; 4 year, 100x quality improvement;
• Six Sigma by 1992 goal is set
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Motorola Card
KEY BELIEFS– how we will always act
• Constant Respect for People
• Uncompromising Integrity
OUR FUNDAMENTAL OBJECTIVE
(Everyone's Overriding Responsibility
Total Customer Satisfaction
KEY GOALS– what we must accomplish
• Best in Class
—People
—Marketing
—Technology
—Product: Software, Hardware and
Systems
—Manufacturing
—Service
• Increased Global Market Share
• Superior Financial Results
KEY INITIATIVES– how we will do it
• Six Sigma Quality
• Total Cycle Time Reduction
• Product, Manufacturing and
Environmental
Leadership
• Profit Improvement
• Empowerment for all, in a Participative,
Cooperative and Creative Workplace
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Quality Evolution Continues!
1987
• Corporation adopts Six Sigma
• 2 year, 10x; 4 year, 100x quality improvement;
Six Sigma by 1992 goal is set
1988 • Malcolm Baldrige National Quality Award
• U.S. Government sponsored
• Privately funded
• Promote excellence in business
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Quality Evolution Continues!
1987
• Corporation adopts Six Sigma
• 2 year, 10x; 4 year, 100x quality improvement;
Six Sigma by 1992 goal is set
1988
• Malcolm Baldrige National Quality Award
• Mapped ISO 9001 into QSR
1990 • TCS Team process starts Corporate wide
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Total Customer Satisfaction Teams
• TDU focused problem solving
• QCC/PPS provided platform
- QCC JUSE
- PPS Government
• Narrow teams vs. broader virtual
- Multifunctional
- Virtual : problem centered
• Competition: National scoring
• 1990 First Sector competition
• 1991 Corporate
Today: 6000 Teams - Customers & Suppliers
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Management of the Quality
Improvement Process
1981 – 1986
Diverse quality metrics results in different
improvement goals for each operation.
1987 – 1992
Common quality metric results in identical
improvement rate goal for all operations.
• Manufacturing and non-manufacturing
• Administration and operations
• Factory and office
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Other Quality Awards Received *
1992
- Winner: Malaysia National Quality Award
- Winner: NY State Excelsior Quality Award
1994
- Winner: Israel National Quality Award
1996
- Winner: Singapore National Quality Award
* All Patterned after MBNQA
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Six Sigma The Concept
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Traditional View
Market Share
Sales Growth
• Output Variables
Profitability
Manage the outputs.
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Non-traditional View
Product Quality
Service
COQ
• Input Variables
On-Time Delivery
Relationships
Credit Terms
Customer
Training
Customer Satisfaction
Market Share
Sales Growth
• Output Variables
Profitability
Manage the inputs; respond to the outputs.
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Concept of "Six Sigma" at Motorola
Different numbers of Opportunities ...
A Bit of Statistics ...
-1.5 Sigma
+1.5 Sigma
Lower spec limit
upper spec limit
+
Manufacturing Processes
6
Administrative Areas
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
-1.0
-2.0
-3.0
-4.0
-5.0
-6.0
-7.0
3.4 ppm
or Zero
Customers or Suppliers
= A structural approach to continuous improvement
( or “ Six steps toward excellence” )
1 - Identify the product or service you provide
4 - Define the process for doing work
2 - Identify your customers & their requirements
5 - Eliminate defect sources / optimize the process
3 - Determine your needs & suppliers
6 - Continuously improve the Sigma level
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Normal Distribution - Gaussian Curve


Sigma =  = Deviation
2
(xi  x)
n 1
=
( Square root of variance )
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7
6
5
4
3
2
1
0
-1
-2
-3
-4
-5
-6
-7
Axis graduated in Sigma
between + / - 1
68.27 %
between + / - 2
95.45 %
45500 ppm
between + / - 3
99.73 %
2700 ppm
between + / - 4
99.9937 %
63 ppm
between + / - 5
99.999943 %
0.57 ppm
between + / - 6
99.9999998 %
0.002 ppm
result: 317300 ppm outside
(deviation)
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Six Sigma...And the Statistics
-1.5 Sigma +1.5 Sigma
Upper spec. limit
Lower spec. limit
7.0
6.0
5.0
4.0
3.0
2.0
1.0
0.0
-1.0
-2.0
-3.0
-4.0
-5.0
-6.0
-7.0
3.4 ppm
or Zero
Cp > = 2
 Reduce the variation: when  < = Design specification width / 12
 Stabilize the process, without affecting the variance,
Cp > = 2 and Cpk > = 1.5
to limit the maximum process shift to +/- 1.5
 Under these conditions, and in the worst case, there will be no more than a 3.4 ppm
defect (reject) level, with specification limits at 4.5 on one side and 7.5 on the other.
 Note: One can see that the point corresponding to 6 on the graduated performance
scale above is measured in ”Sigma’s” (with 6 corresponding to a 3.4 ppm defect level).
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Six Sigma...And Capability
Design specification width
Cp =
6
Mean - Spec Limit
Cpk = Min.
3

1
2
3
4
5
6
7
8
Cp
0.33
0.66
1
1.33
1.66
2
2.33
2.66
0.5
0.83
1.16
1.5
1.83
2.16
Cpk
-0.16 0.16
With a maximum process shift of +/- 1.5 
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The Opportunities...
Different Numbers of Opportunities ...
Manufacturing Process
6
Administrative Areas
Customers or Suppliers
- Customers or Suppliers: One opportunity per product delivered or
per component purchased.
- Manufacturing process:
- Administrative areas:
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 Opportunities at each process step)
Number of opportunities for error for
each activity performed
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Some Examples of Opportunity
Customer Perspective: 1 opportunity per product delivered
ex. 1 regulator = 1 opportunity
1 controller = 1 opportunity
Production lines:
Regulator = 160 opportunities
Controller = 1200 opportunities
Form( Payment, Purchase Order, .. ): Number of fields
Expedite / Delivery:
1 opportunity / packaging unit
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Sigma and Opportunities
A quality level of "6" corresponds to less
than 3.4 defects per million Opportunities
( i.e., correct 99.99966 % of the time )
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Universal Measurement Scale ...
Sigma
7
6
5
4
On one condition :

3
Calculate the defects and
estimate the opportunities
in the same way...
DPMOp
3.4
233
6210
66810
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Measurement With SIGMA Is Simple !!!
Estimate the
Opportunities
Count the
Defects
Follow the Indicator :
Defects per million Opportunities
6 = 3.4 dpmo
Conversion into "Sigma" can
be accomplished with the help
of a statistical table.
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Converting Defect Levels to..... Sigma !
An Example :
175 defects are identified while
producing 5000 controllers
D.P.U = 175 / 5000 = 0.035
The manufacture of one controller
allows for 1367 defect opportunities.
D.P.Op = 0.035 / 1367 = 0.0000256
D.P.M.Op = 25.6
"Sigma" level : 5.55
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Six Sigma: An Ambitious Objective?
• Accurate to 99.99966 % ( less than 3.4 defects for each million
opportunities ) could appear excessive....!
99.9% is already VERY GOOD !
But what could happen at a quality level of 99.9% (i.e., 1000 ppm),
in our everyday lives (about 4.6)?
•
4000 wrong medical prescriptions each year
•
•
More than 3000 newborns accidentally falling
from the hands of nurses or doctors each year
Two long or short landings at American airports each day
• 400 letters per hour which never arrive at their destination
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The Impact of Quality: “6 Sigma Suppliers”
• 13 wrong drug prescriptions per year
• 10 newborn babies dropped by doctors/nurses
per year
• Two short or long landings per year in all the
airports in the U.S.
• One lost article of mail per hour
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Six Sigma and Continuous Improvement
= A structured approach to continuous improvement
( or ”Six steps toward excellence" )
1 - Identify the product or service you provide
4 - Define the process for doing work
2 - Identify the customer & their requirements
5 - Eliminate defect sources / optimize the process
3 - Determine your needs & suppliers
6 - Continuously improve the Sigma level
Feedback
6
3
Supplier
Enter
Needs
Process
Activity
2
5
Exit 1
Product/Service
Customer
4
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Defect Reduction: “Peeling the Onion”
SUPPLIER
•
Process
step 1
RECORD
DEFECTS
•
Process
step 2
RECORD
DEFECTS
•
Process
step 3
RECORD
DEFECTS
•
CUSTOMER
RECORD
DEFECTS
RECORD
DEFECTS
TREND CHART
PROCEDURE
GOAL
TIME
MEASURE
RESULTS AND
INSTITUTIONALIZE
ANALYZE
PROBLEM SOLVE
ACTION PLAN
Action
Name
BRAINSTORMING/
PARETO ANALYSIS/
ROOT CAUSE
IDENTIFICATION
Date
100%
CONTINUOUS IMPROVEMENT MODEL
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•
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Advantages of This Type of Approach
•
•
•
•
•
•
Have a common language
Sensitize the organization in the use of statistical tools
Develop the internal supplier/customer relationship
Benchmarking
Work on the most significant objectives
Promote working in teams
TCS
Culture
of
Excellence
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Deployment
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Process for Deployment
• Management involvement
• Empowered teams
• Statistical “black belts”
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Why Have We Been Successful...
The Management Process!
• High level of management commitment and
involvement.
• Aggressive improvement goals set by Management
Board and driven down through the organization.
• Measurement of the total process from end to end.
• Corporate-wide uniform goals and common metrics.
• Management accountability for quality
improvement.
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Management Leadership
DATED JAN 15, 1987
IMPROVE PRODUCT AND SERVICES QUALITY • • • •
Ten times by 1989 and at least 100 fold by 1991
Achieve SIX SIGMA CAPABILITY by 1992
With a deep sense of urgency, spread dedication to every facet of the
corporation and achieve a culture of continual improvement to ASSURE
TOTAL CUSTOMER SATISFACTION. There is only one ultimate goal:
zero defects - in everything we do.
Signed: MOTOROLA EXECUTIVE COMMITTEE
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Why We Have Been Successful...
The Management Process!
• Quality improvement goals and plans
integrated into business plans.
• No formal organization changes to implement.
• Part of everyone's job.
• Employee empowerment and involvement.
• Extensive education and training support.
• Recognition and awards.
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Management of the Improvement Process
• Corporate review of Sectors quarterly
• Sector review of Group monthly
• Group review of products monthly
• Plant review of manufacturing lines weekly
• Manufacturing line review of processes daily
• Same measurement - same improvement goal
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Employee Involvement Requires
• Awareness
– How are we doing?
– How are the best in class doing?
• Training
– Tools, Methodology, Metrics
• High expectations
– Team goal setting
• Communication
– Progress and recognition
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Empowered Teams
• It’s a business-driven process, not a human relations
program
• It starts with senior management - can’t be delegated
• Employees want to take ownership and become world
class producers
• You don’t need a crisis to get started
• Empowerment affects all functions, not just factories
• Done right, it’s an irreversible process
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A Black Belt Is . . .
 An Individual from Any Discipline with
Advanced Statistical, Quality, and
Interpersonal Skills
 An Experienced and Proven Leader in the use
Six Sigma Strategies and Tools
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A Black Belt Will . . .
 Drive the Effective Use of Statistical Methods
through Leadership, Training , and
Consultation
 Identify, Develop, and Communicate New
Six Sigma Strategies and Tools
 Actively Identify and Mentor Future Black
Belts
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Use of Six Sigma Black Belts
• Highly trained in statistical tools
• Act as consultants / change agents
• Recognized as skilled in an engineering discipline
• Strong interpersonal and communication skills
• Significant experience with demonstrated results
• Continuous learning aptitude
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Black Belt Training
• Green Belt
– Utilize Statistical & Quality Techniques
– 2%-5% of Time (1-2 hrs/week) Consulting/Training
– Min. 2 Projects* per Year
• Black Belt
–
–
–
–
Lead use of Statistical & Quality Techniques
Mentor Green Belts; Communicate New Techniques
5%-10% of Time (2-4 hrs/week) Consulting/Training
Min. 4 Projects* per Year
• Master Black Belt
– Mentors Green & Black Belts
– 80%-100% of Time Consulting/Mentoring/Training
*Projects = training classes or project consultations
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Corporate Commitment
“Motorola is committed to developing these leaders. We owe it to our
customers and to our stockholders. Through IDE, we seek to identify
those who have the potential to grow into agents of change. We provide
these people with extensive training in statistical and interpersonal tools,
and we provide skilled guidance and management support to assure that
they are able to build and integrate their capabilities.
Once their development has achieved a level worthy of recognition,
we even have a term for those exceptional individuals, whose talent,
dedication, and courage enable them to accelerate our progress into and
beyond the next century.
We call these people ‘Six Sigma Black Belts.’”
Chris Galvin
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Expectations of Six Sigma Black
Belts
•
•
•
•
•
•
•
Problem solving leadership
Improvement change agents
Drive use of statistical methods
Integrate statistics into discipline area
Network for solution reuse
Mentor future Belts
Continue personal development
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How does one become ‘Belted’
Phase 1: Candidate Identification and Mentor Structure
Identify candidate
Management sponsorship
Master Black Belt Mentor
Define Black Belt responsibilities
Phase 2: Skill Development
Black Belt Orientation Class
Personal Skill Development
High Impact Improvement Project
Phase 3: Recognition
Application for recognition
Black Belt Recognition
Continuous Improvement
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Core
GBM
GBM
GBM
GBM
GBM
GBM
GBM
GBM
GBM
GBM
BM
BM
BM
BM
BM
M
M
M
Copyright Motorola Inc.
Statistical Skills
Statistical Software (JMP, Minitab)
MIN101
Numerical and Graphical Techniques
MIN101, IBM548
Statistical Process Control
AEC506, AEC661, AEC662, AEC663
Process Capability
AEC661, AEC662, SCP201
Comparative Tests
MIN101, SPC201
Analysis of Variance (ANOVA)
ENG998, AEC603
Measurement System Analysis
AEC663
Design of Experiments (e.g. Full,
Fractional, Taguchi Designs)
ENG998, QUA389
Regression (e.g. linear, nonlinear)
Core
GBM
GBM
GBM
GBM
GBM
GBM
GBM
GBM
Six Sigma Quality Skills
AIEG QMS
QS 9000
AEC279
Customer Satisfaction
SSG100, TCS100
Six Steps to Six Sigma
SSG100, SSG102CD
Concurrent Engineering
TCS
TCS100
Systemic Approach to Problem
Solving
QUA392
Team Oriented Problem Solving
(8D, 7D, 5P)
Statistical Process Characterization
Strategies and Techniques
ENG227
Statistical Inference
MIN101, SPC201
BM
BM
Confidence Intervals
MIN101, SPC201
Probability Concepts and
Distributions
SPC201
Response Surface Methods
QUA393
Screening DOE
QUA391
Advanced Problem Solving
Strategies and Technologies
ENG998
Acceptance Sampling
SPC201
Sample Size Estimation
BM
ENG123, ENG123CD
Financial/Economic Quality Issues
Robust Design of Processes and
Products
M
Survival Analysis / Reliability
GBM
GBM
GBM
BM
BM
M
M
Interpersonal Skills
Communication (oral, written)
AEC722, DDI121
Team Facilitation
DDI170
Coaching and Mentoring
LDR380, PER119
Managing Change
MGT564, MGT124, PDE532
Leadership
MGT561, MGT562, DDI180
Team Building
MGT560, MGT562, EC727, MGT155
Instructional/Teaching
MOT132
Managing Projects
AEC471, MGT839
BM
Quality System Review
QUA590
Team Problem Solving NonManufacturing
CES103
Design for Manufacturability
M
Core
GBM
M
Quality Function Deployment
M
QUA200A, QUA200B, QUA200C
Total Quality Management
M
M
Benchmarking
BMK220
Product Development Assessment
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Black Belt Roadmap
• Express interest in the program with your
management's approval
• Complete application for candidacy
• Interview for program
• 5-7 Black Belts in Training
• First 4 months 50-60% during training process
starting May 4th
– See detailed Black Belt Roadmap Development Process
• Complete Project assigned (4/year)
• Sponsor 2 Green Belts
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Results
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
And the Results?
1997
5.6
Products Manufactured
~ 16 Billion
1986
4.2
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Cost of Poor Quality Elements
• Inspection and Test
• Rework/Repair
• Scrap
• Warranty
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
The Cost of Poor Quality
16
14
Percent of Sales
12
10
8
6
4
2
0
1986
Copyright Motorola Inc.
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“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
LESSONS
LEARNED
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Benchmarking Tells Us
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There are no secrets to quality.
There are no “Silver Bullets” or short cuts to
good quality.
Quality doesn’t take time, it saves time.
It is not only free, it pays dividends.
Average company spends close to 25% of its
revenue on waste -- non-value added.
Quality process applies to the administrative
side of business as well.
Service companies are not different from
manufacturing.
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
A Quality Plan’s Key Requirements
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A methodology
A metric
Measure a complete
product/service
Accountability
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Copyright Motorola Inc.
(Application -- The Customer View)
and ... Reach Out Goals!!!
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Actions Required to
Institutionalize a Quality Process
– TOP DOWN COMMITMENT AND INVOLVEMENT
• Set the example, be active in the audit process
– MEASUREMENT SYSTEM TO TRACK PROGRESS
• At both macro and micro levels
– TOUGH GOAL SETTING (REACH OUT!!)
• Benchmark Best-In-Class -- audit often
– PROVIDE THE REQUIRED EDUCATION
• The “Why” and “How To”
– SPREAD THE SUCCESS STORIES
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Other Lessons Learned
• Be careful that you don’t get too focused on
winning the metric game.
• Be careful that you don’t loose sight of the
customer’s priorities.
• Be careful that you don’t become arrogant.
• Look at the cost of defects, not just the number.
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”
Quality
is not an Assignable Task
it must be Rooted and Institutionalized
Within every Step of the
“Business Process”
IT IS EVERYONE'S RESPONSIBILITY
Copyright Motorola Inc.
“Quality Is Our Job, Customer Satisfaction Is Our Duty, Customer Loyalty Is Our Future”