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Motorola - all employees at Motorola must consistently strive for a six sigma target Six Sigma at Motorola Motorola learned about quality the hard way by being consistently beaten in the competitive marketplace When a Japanese firm took over a Motorola factory that manufactured television sets in the United States they promptly set about making drastic changes in the way the factory operated Under Japanese management the factory was soon producing TV sets with 120th the number of defects they had produced under Motorola management In the late 1970s and early 1980s the company responded to the competitive pressure by engaging in a publicity campaign decrying unfair competition and calling for political protection solutions Finally even Motorolas own executives had to admit our quality stinks Main 1994 and Motorola decided to take quality seriously Motorolas CEO at the time Bob Galvin started the company on the quality path and became a business icon largely as a result of what he accomplished in quality at Motorola Today Motorola is known worldwide as a quality leader To accomplish its quality and total customer satisfaction goals Motorola concentrates on several key operational initiatives At the top of the list is Six Sigma Quality a statistical measure of variation from a desired result In concrete terms Six Sigma translates into a target of no more than 34 defects per million products customer services included At the manufacturing end this requires robust designs that accommodate reasonable variation in component parts while providing consistently uniform final products Motorola employees record the defects found in every function of the business and statistical technologies are made a part of each and every employees job Reducing the total cycle time-the time from when a Motorola customer places an order until it is delivered-is another vital part of the companys quality initiatives In fact in the case of new products Motorolas cycle-time reduction is even more ambitious the clock starts ticking the moment the
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