Shivesh Ranjan PRN- 12020841165

Six Sigma: 1992 and Beyond

In the year 1992, Motorola established some stretch goals for it as under: Achieve Six Sigma and beyond results for every business process and strive for 10 times reduction in defects every 2 years Apply cycle time reduction techniques to all elements of business with a goal of 10 times improvement in cycle time in the next 5 years Develop indices and measure customer satisfiers in each business

This paper deals with Motorolas six sigma journey and performance analysis vis--vis the vision and goals articulated by its management headed by Bob Galvin in 1992. In Motorolas six sigma journey, some of the key milestones are: 1992- The goal of 10X reduction in cycle time and defects was set 1998- Motorola launched a corporate renewal initiative aimed at process redesign and realignment based on customer requirements 1999- Performance Excellence Business model implemented 2003- Digital six sigma launched to deploy Six Sigma strategically within the corporation, using a topdown driven approach. Digital six sigma is a revitalization of Motorolas six sigma through four improvements: Leveraging new digital tools to drive project success Digitizing business processes to permanently enforce optimal process compliance Tracking the vital few through digital cockpits Permanently and proactively eliminating sources of variation that cause defects

2006- Quality IQ initiative was launched to propagate the application of specific quality tools and six sigma methodologies to all level of employees in different functions of the corporation to recreate the quality and six sigma culture. In pursuit of its goals, Motorola has used digital six sigma as a leadership and management system focusing on strategic business improvements. It helps the company align, mobilize, accelerate and govern its business improvement efforts. There are three levels of Digital Six Sigma certification: Master Black Belt, Black Belt and Green Belt. Candidates for belt certification must be able to successfully lead and support Digital Six Sigma project teams. They are certified after learning the appropriate skills, passing a written test, and demonstrating business improvement skills in the work environment. Every Motorola Solutions organization is supported by a DSS Belt. In pursuit of first goal: SIX SIGMA FOR PROCESS IMPROVEMENT (SSPI) and SIX SIGMA FOR PRODUCT DEVELOPMENT (SSPD):

Shivesh Ranjan PRN- 12020841165 Motorola uses SSPI in Product Development, Manufacturing, Distribution, Finance, HR, Services, etc. Six Sigma for Product Development (SSPD) is a set of methods and tools integrated with the Product Development Process and functional roles to facilitate improved product quality and customer satisfaction. By 1998, Motorola considered itself a 5.7 sigma company. Motorola customers receive defects levels below 30ppm and experience failure rates in the field below 100 ppm per year and some even below 10 ppm per year. In pursuit of second goal: On cycle time, having been one of the earliest companies to experience the tie-in between quality and cycle time, Motorola instituted a 10:1 improvement in cycle time every 5 years. It has exceeded those goals in manufacturing and several other business processes. In pursuit of third goal: Customer-Centric Business Model defines the overall interaction of the processes throughout Motorolaplacing customer requirements at the center. Each function within the model implements and maintains relevant processes, and conducts reviews to help ensure that every process is operating in accordance with Motorolas Quality Management System and their customers requirements. The business model aligns Management, Operating, and Supporting processes to focus on external customer requirements while driving improvements on internal processes.