![]() ![]() They reached a target of 8:1 when measured on a company wide basis even though some individual units had met the target. This time, when the program ended in 1991, Motorola failed. Thus a third program was launched with the same 1000% or 10: 1 improvement in quality program. But to everyone’s surprise Motorola had triumphed once again. The stream of criticisms started once again as to how success had shot to Motorola’s head and how the management was pursuing impossible programs. This time the goal had to be achieved in two years. The Motorola Management became even more ambitious and launched another 1000% improvement drive. Even though their program was not as good as Motorola, they were ahead because of their previous lead. This is because the Japanese had also launched a similar program. ![]() However, Motorola realised that the Japanese were once again way ahead of them. had achieved the 10:1 goal, boosting the morale of the workforce and silencing the critics. At the end of 5 years, almost every business unit functioning inside Motorola Inc. Media criticised Motorola for using shareholder funds for goals that can be compared to fantasies. ![]() Most experts thought it was suicidal for Motorola to attempt to do so, especially given the fact that Motorola was making huge investments in the quality initiative. Thus an ambitious goal of a 10:1 quality improvement came into picture. However, analysis had revealed that they were lagging way behind the Japanese and to be competitive they had to improve their quality goals by a 1000% in five years. They already were a respected manufacturing firm and had stringent quality measures. Motorola immediately took up a loft goal. Thus was developed the first Six Sigma program. They decided to give the Japanese a taste of their own medicine and beat them at their own game i.e quality.įor this reason, the management summoned the top engineers in Motorola and told them to combine all the best quality management practises known till that time and make an aggregated methodology which would be the base of Motorola’s competitive quality improvement program. But the management at Motorola made an ambitious plan. Recovering from World War-2, the Japanese had built such a remarkable quality initiative that they were way ahead of any American company and were undercutting them on prices causing grave losses in terms of profitability and market share. Motorola like most American companies was reeling under the threat of Japanese competition. The backdrop of the story shows how Six Sigma implementations changed the way Multi-National Corporations conducted operations worldwide. No understanding of Six Sigma is complete without truly understanding where it came from - Motorola. ![]()
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