EVOLUTION OF QUALITY IN XEROX

Presented by, Group 1 Aathmeeya (001) Akshay (009) Joseph (017) Pavan (025) Sabyasaachi (034)

XEROX

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

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

Continuous Improvement

1959

1972 1979 1980

1983

1989

1990s

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 company

Cummins engine

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

Recognition and Reward Tools and Processes Transition Team Xerox is a Total Quality Company Training Communication Senior Management Behavior

RESULTS OF LEADERSHIP THROUGH QUALITY

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Rejection rate fell from 10,000 ppm to 300 ppm No inspection was required for the supplied parts Number of suppliers were cut down drastically Cost of purchase was reduced to 45 percent Despite inflation manufacturing cost dropped by 20 percent Production time reduced by 60 percent Quality improved by 93 percent Customer satisfaction and employee satisfaction resulted in increased market share and more profits

WHAT XEROX DID RIGHT

1. 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 CRISISORGANIZATIONS?

Decreased focus on quality by top management Technology downturn Led to quality renewal
y y

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