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