EVOLUTION OF QUALITY IN XEROX
Presented by,
Group 1
Aathmeeya (001) Akshay (009) Joseph (017)
Pavan (025) Sabyasaachi (034)
Xerox Corporation – 1906
Manufactures color and black-and-white printers, multifunction
systems, photo copiers, digital production printing presses
1959 - Xerox 914
New players- IBM Kodak, Canon, and Sevin
XEROX
David T. Kearns took over as the CEO
“Leadership Through Quality”
Lean Six Sigma
Goal was to achieve superiority in quality, product reliability
and cost
XEROX 914 Introduced in 1959, the 914 copier was a money machine
nonpareil.
It was also arguably the finest product ever produced by any
company
By the time it was retired in 1973, it was the biggest-selling
industrial product of all time, and Xerox was in the dictionary as a
synonym for photocopy
Success spoiled Xerox. To sustain its rapid growth, it needed to
move beyond copiers
XEROX HISTORY
1959 1972 1979 1980 1983 1989 1990s
914
Copi
er In
trodu
ced
Com
petiti
on In
crea
ses
Benc
hmar
king S
tarte
d
Qual
ity C
ircle
s Beg
an
Fuji X
erox
Won
Dem
ing A
war
d
Lead
ersh
ip T
hrou
gh Q
ualit
y
Initi
ated
Won
Bal
drid
ge A
war
d
ContinuousImprovement
XEROX ‘S BENCHMARKING MODEL
Planning
Analysis
Integration
Action
Maturity
AWARDS
The Deming Award (Japan) In 1980
The Malcolm Baldridge National Quality Award In 1989
The European Quality Award In 1992
LEADERSHIP THROUGH QUALITY PROGRAM AT XEROX
The strategy for cultural change in Xerox that enables and
empowers people with quality tools and processes to,
1. Meet customer requirements
2. Achieve business priorities
3. Continuously improve
THE PLAN - LEADERSHIP THROUGH QUALITY
• 1983-the year of start-up activities
• 1984- the year of awareness and understanding
• 1985- the year of transition and transformation
• 1986 the year when results would achieved
• 1987 the year of approaching maturity
XEROX POLICY STATEMENT
“Xerox is a quality company. Quality is the basic business
principle for Xerox. Quality means providing our external and
internal customers with innovative products and services that
fully satisfy their requirements. Quality is the job of every
Xerox employee”
4 GOALS PREVAILED IN XEROX Customer goal
- to become an organization with whom customers are eager to do business
Employee goal - to create an environment where everyone can take pride and feel responsible
Business goal - to increase profits and to grow faster
Process goal - to use leadership through quality in Xerox
BENCHMARKING Benchmarked more than 200 processes with those of non
competitive companies
Ideas for improving production scheduling – Cummins engine
company
Improving distribution system – L.L.Bean
Improving billing processes – American Express
More than 40,000 surveys were mailed in one month to
understand the customer satisfaction level, and resolved the
dissatisfaction within no time
IMPORTANT SUPPORTING ELEMENTS
Recognitionand
Reward
Toolsand
Processes
TransitionTeam
Training Communi-cation
SeniorManagement
Behavior
Xerox is aTotal Quality
Company
RESULTS OF LEADERSHIP THROUGH QUALITY
o Rejection rate fell from 10,000 ppm to 300 ppm
o No inspection was required for the supplied parts
o Number of suppliers were cut down drastically
o Cost of purchase was reduced to 45 percent
o Despite inflation manufacturing cost dropped by 20 percent
o Production time reduced by 60 percent
o Quality improved by 93 percent
o Customer satisfaction and employee satisfaction resulted in increased
market share and more profits
WHAT XEROX DID RIGHT1. It made an appropriate diagnosis of how to cure the ills of
the company.
2. Quality was the right process for the right solution at the right time.
3. The necessary commitment was made by senior management.
4. A constituency was built starting at the top in a very calculated and deliberate way.
5. Information systems use was effectively aligned with its business objectives and processes to achieve them
6. Executive compensation was tied to quality.
7. Innovations and successes of the TQM program were well publicized.
8. The pursuit of the Baldridge Award was an energizing effort within the company.
9. It achieved measured results.
COMPONENTS OF XEROX’S LEAN SIX SIGMA
Performance excellence process Supports clearer, simple alignment of corporate direction to
individual objectives
Clear links to market trends, benchmarking, lean Six Sigma
Supports a simple business model – “Baldrige type”
DMAIC
Define, measure , analyze , improve , control
Based on six sigma with speed and focus
Capture opportunities
COMPONENTS OF XEROX’S LEAN SIX SIGMA
Market trends and benchmarking Reiforce market focus Disciplined approach Encouraging employees
Strong linkage between Performance excellence process and DMAIC
Behaviors and Leadership Reinforce customer focus Expands interactive skills to have more team effectiveness Faster decision making Supports leadership skills
WHAT LESSONS MIGHT THIS EXPERIENCE—PARTICULARLY IN RESPONDING TO THE NEW CRISIS- HAVE FOR OTHER
ORGANIZATIONS?
Decreased focus on quality by top management
Technology downturn
Led to quality renewal
New Quality in 2001
Lean Six Sigma
LEARNING'S Customer focused employees
Quality
Participation, speed, teamwork based on trust and learning
Process is objective aligned to the company’s direction
Benchmarking, both internal and external
DMAIC- desire, measure, analyze, improve and control
Lean Six Sigma
“QUALITY IS A RACE WITHOUT A FINISH LINE” AT XEROX
Quality is a never ending process
New technology
Skill full employees and management
Lean six sigma just a part
AT MOTOROLA
Flexible Manufacturing
1981 launched a project to improve the quality
Learnt it from Dominos Pizza
2002 won The Baldrig Award
QSR
Competitive Benchmarking
THANK YOU
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