INTRODUCTION
Motorola Inc. is one of the largest telecommunication supplier companies of the world. Motorola is within telecommunication industry for more than 80 years. Motorola online sales in 2008 were U. S. $ 30. 1 billion and it hired roughly 65, 000 people all over the world.
The company produces telecommunication products like Microprocessors, Mobile phones, Smartphone's, Two-way radios, Networking systems and Dish phones etc.
This statement examines the efficiency and effectiveness of the TQM tools practice by Motorola i. e. Six Sigma Procedure, Continuous improvement, Employee involvement and Customer focus etc. In addition, it analyzes the product quality standard of Motorola, Inc.
Product quality for Motorola is the most crucial factor of business profitability and importance of ensuring the quality of the products cannot be underestimated. Strategy of quality improvement usually raises innovative products that meet the expanding needs of Motorola customers around the world and also increases market talk about of company.
Motorola views things from a worldwide perspective, always determined to set-up and produce innovative products of the highest quality at a reasonable price for worldwide customer satisfaction. Motorola is also striving to build up environmental friendly products in order to show liable corporate and business citizen image. Furthermore, new ways are found out by Motorola to lessen raw materials requirements and at the same time keep wastage level at least.
Vision Declaration:
"Our history is wealthy. Our future is active. Were Motorola and the heart of invention is what drives us. "
Mission Affirmation:
"We could a global communications leader powered by the enthusiasm to invent and an unceasing commitment to advance the way the world links. Our communication alternatives allow people, businesses and government authorities to become more connected plus more mobile. "
Values of Motorola:
Receive customer devotion by providing on our guarantees.
Construction associations with companies that contribute to our prices.
Look after the investment of our own shareholders as if it were our very own.
Compete aggressively but with integrity.
Provide products and services that advantage people.
Business decisions must be based on the needs of Motorola.
Statement business carry out concerns immediately.
Business must be conducted lawfully and ethically, without receiving or supplying bribes.
Strategy:
As a worldwide commercial citizen, Motorola tries to create products and technology that benefit culture by making things smarter and life healthier for people throughout the world. Motorola is specialized in operate ethically, defending the environment and supporting the communities where Motorola do business. They are guided by our Code of Business Do, which is dependant on our key values of unbending trustworthiness and constant respect for people.
As a global corporate citizen, Motorola aims to:
Create progressive technological alternatives that advantage people at home, at the job and on the road.
Increase shareholder value through profitable expansion, technological innovation and market leadership.
Operating with detail and the most notable expectations of ethics and regulation.
Protect the environment by enhancing our environmental performance and making environmentally conscious products.
Maintain a safe and healthy office, fostering a globally diverse workforce and supporting our employees' work-life balance.
Promote monetary opportunities and growth in regions where Motorola carry out business, through products, services and procedures.
Set prospects for our suppliers to execute their businesses in agreement with regulations.
PRODUCT PORTFOLIO
Motorola is a global leader in wireless, broadband and automotive communications technologies and embedded electric products.
Wireless:
Motorola is one of the world's leading providers of wireless handsets, which transmit and receive voice, word, images and other forms of information and communication. Also, they develop, produce and market open public and business wireless infrastructure marketing communications systems, including hardware and software. They can be a leading service provider of customized, mission-critical radio communications and information systems.
Broadband:
Motorola is a global leader in developing and deploying end-to-end digital broadband entertainment, communication and information systems for the house and for the office. Motorola broadband technology allows network operators and retailers to provide products and services that connect consumers from what they want, when they need it.
Automotive:
Motorola is a global head in embedded telematics systems that permit automated roadside assistance, navigation and advanced safeness features for cars. Motorola also provides involved electronics for the energy train, chassis, receptors and interior handles.
KEY STAKEHOLDERS
The key stake holders who immediately or indirect affect Motorola company LTD matching to CSR article 2008 are:
Customers
Employees
Suppliers
Labor unions
Traders/share holders
Industry organizations
Government
TOTAL QUALITY MANAGEMENT Procedures OF MOTOROLA
I. Six Sigma Strategy:
Six Sigma was originally developed as a couple of practices designed to improve manufacturing procedures and eliminate problems, but its application was later long to many other styles of business operations as well. In Six Sigma, a defect is defined as anything that may lead to customer dissatisfaction and / or will not meet business place specifications.
The components of the methodology were first produced by Charge Smith at Motorola in 1986. Six Sigma was heavily inspired by six previous quality improvement methodologies such as quality control, TQM, and Zero Defects, predicated on the work of pioneers such as Shewhart, Deming, Juran, Ishikawa, Taguchi and more.
Six Sigma has two key methodologies: DMAIC and DMADV both motivated by Deming's Plan-Do- Check-Act Cycle.
DMAIC (used to improve a preexisting business process)
The basic DMAIC technique consists of the next five steps:
Define process improvement goals that are regular with customer requirements and the organization strategy.
Strategy key areas of the existing process and acquire relevant data.
Analyze the info to confirm cause-and-effect relationships. Know what the human relationships are, and attempt to ensure that factors have been considered.
Improve or optimise the process based mostly after data analysis using techniques like Design of Tests.
Control to ensure that any deviations from concentrate on are corrected before they cause defects. Set up pilot runs to establish process functionality, move on to production, create control mechanisms and consistently monitor the procedure.
DMADV/ DFSS - Design for Six Sigma (used to set-up new product or process designs)
The basic technique consists of the following five steps:
Define design goals that are constant with customer needs and the enterprise strategy.
Measure and identify CTQs (characteristics that are Critical To Quality), product capacities, production process functionality, and hazards.
Analyze to build up and design alternatives, build a high-level design and evaluate design capacity to select the best design.
Design details, maximize the look, and arrange for design confirmation. This phase may necessitate simulations.
Verify the look, set up pilot goes, implement the production process and hand it to the procedure owners.
How is Six Sigma different?
Features that differentiate Six Sigma apart from past quality improvement initiatives include -
A clear focus on attaining measurable and quantifiable financial returns from any Six Sigma job.
An increased emphasis on strong and ardent management control and support
A special business infrastructure of "Champions, " "Professional Dark colored Belts, " "Black Belts", "Green Belts" etc. to lead and implement the Six Sigma strategy.
A specific commitment to making decisions based on verifiable data, alternatively than assumptions and guesswork.
The term "Half a dozen Sigma" is derived from a field of information known as process capacity study. It identifies the ability of processes to make a very high proportion of output within specification. Techniques that operate with "Half a dozen sigma quality" above the short-term are assumed to produce (long-term) defect levels below 3. 4 defects per million opportunities (DPMO). Six Sigma's implicit goal is to improve all processes compared to that level of quality or better.
Motorola is aware of Six Sigma is a very good approach but not perfect for achievements of the quality goals. That is why being the creator of the Six Sigma approach; Motorola practices plenty of useful tools of TQM.
II. Customer emphasis:
Customer concentrate is the major concern of Motorola. Motorola has always functioned well with its supplier to increase the client satisfaction. Motorola products are centered on market show and loyalty of customers. Customer satisfaction index help Motorola in measuring the satisfaction level of its customers. Customer complaints not only symbolize the problem of Motorola customer face but are also a big chance of improvement. Motorola tries to find the root factors behind the challenge and remove that, in order to boost services and reduce problems of customer in long haul. Customer relation centers help Motorola in managing the enquiries from customers quickly, respectfully and obviously.
III. Continuous improvement and Distributor Standards:
Supplier produce necessary parts and materials for the merchandise, maintaining close assistance is vital for stable creation and enhancement of quality. Motorola recognizes the importance of relationship with its supplier that is why Motorola is building long-term relationship with its business lovers.
Motorola follows rigid processes to guarantee the quality of finished products whether or not it is from the internal or external suppliers. For Motorola additionally it is very crucial that working conditions are safe for employees, and employees are treated as spouse, this will assure the product quality and continuity of supply. Motorola also feels that treating suppler as spouse is very important for development of both gatherings; motivated supplier can help in applying the technique of JIT (Just-In-Time) that assist in achieving the cost authority goal of Motorola.
IV. Benchmarking:
Benchmarking is one of the effective tools of Motorola that permits to gain competitive edge because they build strengths and reducing weaknesses of company. Benchmarking motivate Motorola managers to be competitive, it pays to tool of quality because the targets are set on the basis of external information, scheduled to information access personnel of the business is a lot more motivated to achieve the goals and objective. Motorola know that Benchmarking is time and cheap because the process will involve imitation and version rather than natural invention.
V. Environmental Matter:
Motorola is working with its supplier to produce smart products which is not dangerous for environment, Motorola produce energy conserving products to promote environmental management systems. Motorola is assisting the supplier's attempts to achieve the ISO 14000 Documentation which is very useful for lasting environment. Motorola practices all countries, areas and localities laws and regulations regarding environment and seeking to learn the cheap ways to minimize energy consumption.
VI. Education and Training:
Employee development is vital for continues improvement, therefore Motorola provides ongoing education and training to its employees. This not only continues employees up-to-date with new movements put on job but also help improve the productivity. Motorola monitor the potency of training programs to ensure that it is helpful for employees.
VII. Employee involvement:
The performance of business directly depend on the employee engagement, therefore success of company would depend on the participation of employees. Motorola Employees will be the source of creative imagination and problem solving. Employee must be given expert which motivates employees to possess the business / Process of Company. Motorola personnel recognizes they play essential role in the success of the company, that why they effectively participate in all operations of organization. Employee involvement successfully increased quality of the products produced by Motorola.
PERFROMANCE INDICATORS OF MOTOROLA
Motorola will try to provide the superior products and services by progressive and improve quality products which meet customer needs, provides employees with significant work place and improvement opportunities and investors with an excellent return.
Motorola is also playing a role to make certain that their products are accessible and affordable to the people who need them. They may be taking different initiatives and forming partnerships in this respect.
All people at Motorola are in charge of adhering to business techniques that are relative to the law and the ethical principles. THE BUSINESS strives to make use of outside technology resources as well. Motorola's making departments also concentrate on central products.
It works together with its employees to understand their concerns, needs and applying for grants company's talents and weaknesses and incorporate these findings in to the strategies, operations and programs. In order to do this, Motorola carries out surveys of employees.
Motorola stimulates the human privileges of its employees. The main emphasis is to encourage justice, equivalent opportunity and dignity without discrimination. That is a step towards promoting monetary development.
SUCCESSES OF MOTOROLA
Motorola is a world-renowned company that services the US and many international countries. Their organizational structure puts them together with the others with strong ideals because of their employees and customers. I learned that there surely is an enormous competition between Nokia and Motorola for market show in the manufacturing of handheld devices. Getting started in 1928 as a little battery run radio company, Motorola is actually a company creating a foundation for the next up and coming technology. Motorola is a company that is around a long time and one of its main key factors to success is the fact that that you can view the brand any where you go.
Motorola is the second leading manufacturer of cellular handsets and it is the top supplier of cellular infrastructure equipment such as mobile transmissions base stations, amplifiers, and network switching. It is also helpful in many services like the new Star Tac cell phone that has the market questioning if Motorola is back the overall game and prepared to regain market talk about.
Motorola is also the top producer of set chips that are used in cordless networking, automotive, and customer products. A key success for most annalists is how much market share an organization has. Motorola has the no. one global market share in semiconductors for motor vehicle applications, in communications processors, and in radio frequency ability products for cellular base station marketplaces.
CONCLUSION AND RECOMMENDATIONS
To remain competitive in these extremely competitive financial situations that exist in the current telecommunication industry, telecommunication companies must look for excellence. New design of management assists with achieving the brilliance which focuses on cycle time reduction, employee engagement, the reduction of waste, continuous improvement, and client satisfaction.
To gain competitive edge in twenty first century market, it is very important for telecommunication companies to supply more reliable quality and value to their customers. It is the time to grow better and even more direct associations with clients, to start teamwork at the jobsite, and also to make better quality work.
The suggestions are that Motorola must continue to sustain the positioning of cost command by focusing on quality of the merchandise, as it helps in producing high volumes of mature products, which lead to lessen prices. Motorola should apply differentiation technique to gain competitive gain to charge advanced prices.
REFERENCES
http://www. motorola. com
Total Quality Management Third Model by
Dele H. Besterfield
Carol Besterfield Michna
Glen H. Besterfield
Mary Besterfield Sacre
Six Sigma Academy: http://6-sigma. com/Bts1. htm
Motorola University: http://mu. motorola. com/sigma. shtml
