...Running Head: MOTOROLA INC. Melissa Boulding Week 6 Assignment 3: Review Case 17 Motorola Inc. Strayer University BUS499 Professor Michael J. Stratton Motorola Inc. Describe the salient opportunities and threats that exist in Motorola’s external environment. Observing the history of Motorola the enchanting thing that we discover is that the biggest opportunity that they have is their brands are well placed in the market. Also understanding the fact that they have a very strong promotional strategy, by using different tools they tempt their customers towards an exciting era of innovation. The fact that Motorola has been involved in the venture of Telco TV services by Verizon and this has provided the advantage to be placed in the rapidly growing market. One of the analysts has also instructed that Motorola has such products that can allow it to easily enter the mature market where risk is extensively high then in comparison to its competitors. Motorola has also expanded its products worldwide and to different other foreign countries where it has started to penetrate it into new markets. Thus this will allow them to enter in to a diverse area and thus will also help them to enhance their expertise. However, it’s not always good news Motorola is operating in a very dynamic market which makes it highly possible for increasing threats to occur. Thus, the biggest threat to Motorola is from Japan which is producing high quality products and flooding them abroad attached...
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...Case Analysis 1 – Apple Computer: Research how Apple managed to reinvent itself over the years Question 1. What were some of Apple’s biggest successes and failures? Describe why. Apple has had plenty of successes and failures. Three of Apple’s biggest successes were the iPod, iTunes, and the iPhone. The iPod MP3 player introduced the world to a new technological advancement in October 2001. The iPod was so popular because it permitted access to thousands of songs and videos at the fingertips. The iPod is still a best seller 10 years later. I think the iPod has been a success because it has given customers relief from common CD problems, such as scratching, skipping, and misplacement. The iPod keeps customers’ musical library at their fingertips, which never scratches, skips, or becomes misplaced. iTunes is Apple’s popular media management software. iTunes has been successful by allowing customers to keep a library full of movies, music, mobile apps, ringtones, audio books, and podcasts. iTunes is the media management software that makes transferring data to the iPod and iPhone simple. I think iTunes has been a success because it has changed the way customers sort and keep track of their various music files, movie files, mobile apps, etc. The iPhone is Apple’s creation that launched the beginning of the smartphone phase. The iPhone does just about anything. It allows customers to download more than 120,000 high class apps, as well as use the built-in iPod. The...
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... | Introduction “A centralized strategic umbrella for the education and development of employees which is the chief vehicle for disseminating an organization's culture and fostering the development of not only job skills, but also such core workplace skills as learning-to-learn, leadership, creative thinking, and problem solving," A corporate university is any educational entity that is a strategic tool designed to assist its parent organization in achieving its goals by conducting activities that foster individual and organizational learning and knowledge. Corporate universities (CU) are a growing trend in corporations. In 1993, corporate universities existed in only 400 companies. By 2001, this number had increased to 2,000, including Walt Disney, Boeing, and Motorola. Experts estimate that there are more than 2,000 corporate universities (CUs) in the United States, either centrally located or operating as virtual universities. The number of CUs is growing: currently, 29% of organizations are establishing a corporate university or planning to do so. Due to today’s aging workforce, HR professionals look to corporate universities as an effective way to develop, attract and retain much-needed highly specialized workers. An overview of Corporate University * An organizational entity dedicated to turning business led learning into action. * Developed by those corporations who have shifted their focus from employee training to employee education as a result of...
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...your mind around: 1. What is your purpose? A process is series of actions or steps taken to achieve an end. And that end is all important. If your process is to work well you must be very clear what the thing is that you are producing. The “purpose” of the process should be obvious. It is difficult to cook a great meal if you aren’t clear what you want to eat, the same is true for any other process. 2. Who is your customer? The only person who can tell you if you are meeting your purpose is your customer. That is the person you are working for. You only have one customer; it is the person who is handing over the cash, the person who is paying for what you are doing. 3. Is your customer happy? If everything your process does focuses on meeting that customer need, nothing more and nothing less, and there is no way you could make it better, then you have the perfect process. Process improvement is simply about changing the way you do things to meet customer needs, hence the picture. Why is it so Hard? The problem with process improvement is that organisations don’t focus on what the paying customer wants, they focus on what senior managers want, or stake holders...
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...standard in product variation can be traced back to the 1920′s when Walter Shewhart showed that three sigma from the mean is the point where a process requires correction. Many measurement standards (Cpk, Zero Defects, etc.) later came on the scene but credit for coining the term “Six Sigma” goes to a Motorola engineer named Bill Smith (“Six Sigma” is a federally registered trademark of Motorola). The evolution of six sigma began in the late 1970s, when a Japanese firm took over a Motorola factory that manufactured television sets in the United States and the Japanese promptly set about making drastic changes to the way the factory operated. Motorola recognized that its quality was poor and management decided to take quality seriously. When Bob Galvin became Motorola's CEO in 1981, he challenged his company to achieve a tenfold improvement in performance over a five-year period. On January 15, 1987, Galvin launched a long term quality program, called “The Six Sigma Quality Program”. The program was a corporate program which established Six Sigma as the required capability level to approach the standard of 3.4 Defects per Million Opportunities (DPMO). The Corporate Policy Committee of Motorola then updated their quality goal as follows: “Improve product and service quality ten times by 1989, and at least one hundred fold by 1991. Achieve Six Sigma capability by 1992. With a deep sense of urgency, Galvin spread dedication to quality to every facet of the corporation, and achieve a culture...
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...Total Quality Management as a Tool for Organizational Change The case of Motorola by Sverker Alänge CIM Working Paper No: WP 1992-01 ISSN 0280-9753 Acknowledgement This article has greatly benefitted from stimulating discussion with my colleagues Christer Oskarsson, Sari Scheinberg and Niklas Sjöberg, and not least the opportunity to learn from and discuss matters with Bill Smith of Motorola. Sverker Alänge This study is collaboration Department of University of part of a research project conducted in with Christer Oskarsson and Niklas Sjöberg, Industrial Management and Economics at Chalmers Technology, Göteborg, Sweden. 2 920426 Content Page 1. Introduction 1.1 Background and aim 1.2 Methodology 1.3 Our model of change 2. A Quality Change Project 2.1 Introduction 2.2 Motives for change 2.3 When, how, and the purpose 2.4 Content of the quality program 2.5 Actors 2.6 Methods of accomplishing change 2.7 Barriers to change 2.8 The history of the corporation - implications 3. Is Quality Used as a Tool for Change? 3.1 Technical dimension 3.2 Social dimension 3.3 Political dimension 3.4 Cultural dimension 3.5 Quality - a tool for change 4. Management implications 1 2 3 6 7 8 11 14 19 25 26 27 27 29 31 34 36 37 3 4 1. 1.1 Introduction Background and aim Most Western corporations are facing an immediate need to transform the way their businesses are run, in order to meet the quality, lead time and product development demands of the 1990s....
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...EXECUTIVE SUMMARY This research paper acknowledges different quality management tools. It is about the evolution of different quality tools and defining the best practice Strategic model in IT organization in relation to achieving quality within their business processes and integrating business processes to achieve strategic goals. Previous research and study indicates the various quality system tools in order to achieve quality management objectives in the competitive business environment. This research paper investigates and finds out the evolution of different quality system tools and significance of various quality tools and then designing best practice strategic model for future in Information Technology organization. The importance of this proposed research is that currently IT companies are experiencing increased global competition and parameters like complexities of the product, different markets, customer focus, high quality of product, decision making and integration among various business units in the global environment and the environment in which the firm operates are the issues of concern. Traditional quality tool in IT systems are not capable of coping with these demands and still stay competitive. Changes are needed in order to achieve sustainable results and maintaining fitness and overcome the problems of traditional tools. Today industrial companies need stable position socially and economically...
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...Improvement in United Parcel Services Martin Tunggadjaja March 2013 ABSTRACT Six Sigma is a process improvement developed by Motorola in 1985 that encompasses a set of strategies and tools acquired in order to improve the current business practice and systematic processes to fulfill the objectives. It is initially designed to measure how many faults or defects are in the process so that they can be eliminated systematically as part of improvement to reduce weaknesses and reinforce quality. One of popular process improvement methodology that is part of Six Sigma is DMAIC, which consists of: Define, Measure, Analysis, Improve and Control. Originally Six Sigma was first incorporated into manufacturing industries; this methodology also applies well to logistics companies since the focus is customer-oriented. Supply chain management is a key strategic factor for increasing organizational effectiveness and for better realization of goals such as enhanced competitiveness, better customer care and increased profitability (Gunasekaran, Patel, Tirtiroglu, 2001, p71). Therefore, Six Sigma as shown to be successful in delivering business benefits through variation reduction (Knowles, Whicker, Femat, 2005, p51). This paper discusses how Six Sigma apply to the logistics processes and an example case study of United Parcel Service (UPS) incorporating this technique to reposition itself in the world’s most improved logistics and supply chain provider. Page 1 of 15 1. Introduction ...
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...Six Sigma – A Management Philosophy Executive Summary I chose this topic because it was something that I’ve heard a great deal about, but have very little experience with. At my company, MetLife, there has been some recent investigation into Six Sigma and how it can help improve our Financial Reporting processes. While Six Sigma can involve some very complex statistical theory, especially in the world of manufacturing, I wanted to concentrate more on the Management philosophy and how it can implemented in a service type organization. Introduction History After World War II, the Japanese were left to rebuild their destroyed economy. They had to figure out a way to rebuild with very little resources other than human capital. Japanese leaders realized that to compete in the world market they must make drastic changes to quality management. (Kumar, 2006) Throughout the 50’s and 60’s, with the help of quality gurus like Deming and Juran, the Japanese made rapid improvements in quality of the production of goods and services. Meanwhile, the United States did very little to change their methods of operation. At the time, the United States was the main source for goods and services in the western world. There was very little incentive to concentrate on expensive quality improvement projects that would hurt the short-term bottom line. Instead, the focus was on production and performance. (Kumar, 2006). By the early 80’s, Japan had solidified it’s...
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...many communicative barriers, which affect staffs’ information delivery, and affect the enhancement of the company’s performance, affecting staffs’ personal career development (Klein, 1996). For example, in the management field, there is a famous dual 50% theorem that managers use more than 50%'s time in communication; however, more than 50% of the barriers in management is generated in communication. This essay will identify some barriers to communication in organization. Additionally, this essay will put up some useful methods for improving communication based on the case of Hewlett-Packard Co. Ltd. The company's information delivery chain in different position levels, the company's scale, staff position and title as well as cultural difference may bring in communication barriers for the company.To eliminate the communication barrier in the company management, the organization should utilize effective methods (Rothstein et al, 1958). In below, HP’s case will be applied to analyze how to avoid communication barrier in the organization to achieve effective communication. HP focuses on creating best communication atmosphere for staffs, and it stipulates many relevant...
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...Summary Nokia’s reign as the world’s biggest seller of mobile telephones is under serious threat from its competitors such Apple and the introduction of new Android based mobile phones. The company fell short in the smartphone era and its position as the number-one phone seller in the global market is under threat. The case study provides a brief analysis of what transpired at Nokia and how the strategy implemented by the management team from the period of the 1990s up to the 2010 led to the company losing its market shares at both ends of the mobile phone industry. During the period of 1991 and 1992 the company lost FM482million ($120 million) on its major business activities. In 1992 a new group chief executive, Jorma Ollila was appointed. Jorma Ollila’s mission was to formulate a strategy that was going to rescue the company from its losses, into a profitable organisation. The report focus on Nokia’s reason to select one area of development out of four, the significance of the introduction of new Android software for Nokia’s chosen strategy and the importance of management teams to strategic choice. In dealing with the first section on the study case , the author analysed the three elements of the strategy context used by the management team and then discussed strategic risks associated with focusing on the single development area out of four. Lynch (2012:421) defines strategy context as being concerned with the circumstances surrounding and influencing the way that...
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...IMC Strategy for Motorola Tablets IMC Project part 2 Group 1 Shivangi Anupriya (221136) Sonakshi Srivastava (221146) Pratik Parikh (221180) Swati Aggarwal (221155) Abhishek Jain (221175) Subhanshu Gupta (07355) Table of Contents Introduction .................................................................................................................................................. 2 Product ......................................................................................................................................................... 2 Segmentation: .............................................................................................................................................. 2 Targeting: ...................................................................................................................................................... 3 Positioning: ................................................................................................................................................... 3 Objectives: .................................................................................................................................................... 4 Marketing Brief ............................................................................................................................................ 4 Creative Brief ......................................................................................................................
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...Chapter 7: Just-in-Time and Lean Systems Overview This chapter examines the core beliefs of just-in-time systems (JIT). The goal of reducing waste is important in JIT. JIT uses a pull system, which is different than the push system. The key elements of JIT are described. The critical role of TQM in JIT is explained. The role of the employees in JIT is explained. Finally, we gain an understanding of the impact of JIT on all functional areas within both service and manufacturing organizations. Answers to Discussion Questions in Textbook 1. Describe the core beliefs of the JIT philosophy. The core beliefs of JIT are the elimination of waste, the ability of the employees to see the “big picture,” simple solutions, continuous improvement, visibility and flexibility. JIT strives to produce the right products at the right time in the right quantities. Continuous improvement and flexibility are important beliefs that help us achieve this goal. 2. Identify the three major elements of JIT. The three major elements of JIT are just-in-time manufacturing, total quality management (TQM) and respect for people. 3. Explain how JIT manufacturing works and its key elements. JIT manufacturing focuses on value-added processes in order to produce high volumes of high quality, low cost products that meet the customer needs. Its key elements are the pull system, kanban production, small lot sizes, short setup times, uniform plant loading, flexible resources and...
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...Box 520 SE – 372 25 Ronneby Sweden This thesis is submitted to the School of Engineering at Blekinge Institute of Technology in partial fulfillment of the requirements for the degree of Master of Science in Software Engineering. The thesis is equivalent to 2*20 weeks of full time studies. Contact Information: Author(s): Adnan Rafiq Khan Address: Folkparksvagen 1905, 37240 Ronneby, Sweden. E-mail: adnanrafiqkhan@gmail.com Long Zhang Address: Villa Flora 951, 37236 Ronneby, Sweden. E-mail: zhl10154@gmail.com University advisor(s): Conny Johansson (Head of Department, Department of Systems and Software Engineering) School of Engineering Blekinge Institute of Technology Box 520 SE – 372 25 Ronneby Sweden Internet Phone Fax : www.bth.se/tek : +46 457 38 50 00 : + 46 457 271 25 ii ACKNOWLEDGEMENT First of all we thank our supervisor, Conny Johansson, for continuously providing the support, encouragement and motivation during the thesis. His advices, suggestions and feedbacks were really helpful and made this effort an enjoyable one. We are thankful to our faculty reviewer Dr. Robert Feldt. His feedbacks and comments were very useful to design this thesis. We would like to thanks Mr. Kai Xiao, a student at BTH, for introducing us to Miss. Cong Lou for help in this thesis. We are very much thankful to Miss. Cong Lou, a Green Belt in Six Sigma and working in China. She was very cooperative during the interview and case study and provided us related material...
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...Understanding that different definitions and dimensions of quality exist allows measures to be taken to provide a good basis for communication and planning. Q7. Describe the “systems view” that underlies modern quality management thinking. Which of the perspectives of quality discussed in chapter 1 is most closely aligned with the systems view? The system view involves the understanding that product quality is the result of the interactions of several variables, such as machines, labor, procedures, planning, and management. Operation management focuses on the management and continual improvement of conversion processes. This system view focuses on interactions between the various components that combine to produce a product or service. The system view focuses management on the system as the cause of quality problems. Q9. Research has shown that quality is still a major concern of the majority of CEOs in American corporations. Is this level of concern about quality warranted?...
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