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    Motorola TQM

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    Kristel Anne Runas
    Motorola was once one of the largest wireless companies but failed due to poor management decisions and lack of innovation. It focused on quantity over quality and worked on too many product models at once instead of improving existing ones. In the 1980s, Motorola implemented a total quality management system and moved towards a 6 Sigma standard to improve processes and customer satisfaction. This included quality audits, statistical process control methods, training programs, and goal-driven incentives for employees. The changes helped Motorola identify and execute quality initiatives that led to financial gains.

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    Motorola TQM

    Uploaded by

    Kristel Anne Runas
    86 views2 pages
    Motorola was once one of the largest wireless companies but failed due to poor management decisions and lack of innovation. It focused on quantity over quality and worked on too many product models at once instead of improving existing ones. In the 1980s, Motorola implemented a total quality management system and moved towards a 6 Sigma standard to improve processes and customer satisfaction. This included quality audits, statistical process control methods, training programs, and goal-driven incentives for employees. The changes helped Motorola identify and execute quality initiatives that led to financial gains.

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    Motorola-TQM

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    Motorola was once one of the largest wireless companies but failed due to poor management decisions and lack of innovation. It focused on quantity over quality and worked on too many product models at once instead of improving existing ones. In the 1980s, Motorola implemented a total quality management system and moved towards a 6 Sigma standard to improve processes and customer satisfaction. This included quality audits, statistical process control methods, training programs, and goal-driven incentives for employees. The changes helped Motorola identify and execute quality initiatives that led to financial gains.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    86 views2 pages

    Motorola TQM

    Uploaded by

    Kristel Anne Runas
    Motorola was once one of the largest wireless companies but failed due to poor management decisions and lack of innovation. It focused on quantity over quality and worked on too many product models at once instead of improving existing ones. In the 1980s, Motorola implemented a total quality management system and moved towards a 6 Sigma standard to improve processes and customer satisfaction. This included quality audits, statistical process control methods, training programs, and goal-driven incentives for employees. The changes helped Motorola identify and execute quality initiatives that led to financial gains.

    Copyright:

    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    of 2

    One of the oldest and most recognizable names in wireless communications and

    electrical systems is Motorola, Inc., an American manufacturer. It divided into Motorola


    Mobility and Motorola Solutions in 2011. The company's main office is in Schaumburg,
    Illinois.

    Motorola failed because it was not competitive enough. Instead of innovating,


    Motorola continued to concentrate on its current line of products instead of pursuing
    new ones. Hence, it lost its place among the 10 leading US firms. Motorola was also
    poorly managed because the leaders kept changing, which affected the business and
    caused it to lose its competitive advantage in the market. Motorola also focused on
    quantity over quality because they worked on several models at the same time. And of
    course, quality is the key to success. The product must keep improving to maintain its
    success. The company failed because of its strategic mistakes.

    Motorola integrated the total quality management philosophy throughout the entire
    organization in order to meet the 6s standard. Good programs become a part of
    everyone's work rather than being tasked with and overseen by one organization.
    Motorola's strategy was built around the following essential components.
     Overriding objective of total customer satisfaction.
     Uniform quality metrics for all parts of business.
     Consistent improvement expectations throughout the firm.
     Goal-directed incentive plans for management and employees.
     Coordinated training programs.

    The Motorola Corporation has demonstrated a remarkable ability to identify and


    execute revolutionary quality initiatives and convert them into financial gains. The
    traditional quality management corresponds to an out-of-control condition. Motorola
    determined that there were too many flaws in this standard because it was inadequate.
    Hence, they started to move toward a 6s standard in the 1980s. In order to accomplish
    this, Motorola developed the Quality System Reviews (QSRs) process and heavily
    prioritized traditional statistical process control (SPC) methods.

    Motorola has carefully documented the road map to follow to its quality goals
    (Motorola 1991). An extensive audit of numerous important business components is the
    initial step in the process. Among these are the management of the creation of new
    products, the supervision of both internal and external suppliers, the observation of
    machinery and procedures, the management of human resources, and the evaluation of
    customer satisfaction. The upper management participates in many of these audits
    through frequent client visits, chairing operating policy committee meetings, and
    rewarding executives who have made exceptional contributions to the company's quality
    initiatives.

    Kumar and Gupta (1993) discuss their experiences with a TQM program
    implemented in the Austin, Texas, assembly facility for Motorola. The management
    team at Austin started working on putting an SPC program into place in May 1998. In
    order to create the program, an external consultant was first brought in, and after that,
    an internal coordinator was assigned to take over the consultant's responsibilities. In
    order to guarantee staff approval, management set up collaborative problem-solving
    groups. A manufacturing manager, a group leader, operators from both shifts, a QA
    department representative, and an engineer were all on each team. Austin had six
    teams in overall. In order to guarantee staff buy-in, management started an SPC
    training program for the entire facility. Training was customised for each type of
    employment.

    References:
    Hall, M. (1998, July 20). Motorola, Inc. | American tech giant & innovator. Encyclopedia
    Britannica. https://www.britannica.com/topic/Motorola-Inc

    Sandu, B. (2023, July 3). Why Did Motorola Fail? Tips to learn from their failure. Upcut
    Studio. https://upcutstudio.com/why-did-motorola-fail/

    unitedworld-business-school. (2013, July 31). Success Story – Motorola Leads The


    Way With Six Sigma Quality Programs. LIFE AT UNITEDWORLD Business School
    Ahmedabad, Kolkata. https://lifeatunitedworld.wordpress.com/2013/07/31/success-
    story-motorola-leads-the-way-with-six-sigma-quality-programs/

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