Implementation of

Six Sigma in
Motorola

Arjun Radhakrishnan
13ME217
Sumukha M Harish
13ME269

Introduction
Six Sigma is a data-based methodology to
improve performance by reducing
variability.

Goals of Six Sigma

To reduce variation
To reduce defects /rework
To improve yield /productivity
To enhance customer satisfaction
To improve the bottom-line
To improve top-line
Shortening cycle-time

What is Sigma?

Why Six Sigma?

Variation: The Root Cause of
Dissatisfaction
How Variability Conquers Your
Organization ?
Six Sigma: A Systematic Tool to Conquer
Variability

What Six Sigma is Not?

- Fallacies about Six
Sigma
A Tool for Overnight Transformations
Achieved by a Small Team
Training Guarantees Results
Achieved by Expensive Consultants

The Six Sigma Equation

The Six Sigma Equation
Y = F(X)

, where Y = outputs
X = inputs

Here is how a typical Six Sigma project

works:
Define Ys
Create process map

 Statistical methods
Desired state of affairs is decided
Simultaneous monitoring of inputs and
outputs
Consistency

Six Sigma
Methodology
DMAIC

DMADV

Operational Benefits of
Six Sigma

Makes the Organization Systems Driven

Reduces Personnel Time and Skill Required

Reduces Inventory Needs

Reduces Wastage

Reduces Reworks and Defects

Increases Customer Satisfaction

A Case Study : The

Evolution of Six
Sigma at Motorola

 An aggregate methodology devised by

engineers at Motorola Inc. to survive in
the market and face the fierce Japanese
competition.
In spite of repeated and innumerable
criticisms for investing huge in quality
management, Motorola triumphed.
They achieved a cumulative quality
betterment of 800:1 over a span of 10
years.
Motorola defeated the Japanese threat
and Six Sigma became the biggest
buzzword on the management scene with
companies left, right and centre jumping
to implement it, hoping to reap the same

Steps
Elimination of Defects
The major challenge faced
by Motorola while
implementing Six Sigma was
the tendency of employees
to fudge the system rather
than make improvements.
Motorola ensured the
success of Six Sigma by
making employees the
stakeholders of the concept.

Training
Motorola started with a bottom-up approach i.e.
training the lower strata of workers first.
It didnt work out as many workers required
remedial education to understand statistical
process control and other techniques.
Motorola established Motorola University in
1992 to provide executive training on Six
Sigma.
By late 1990s, Motorola spread Six Sigma
competency throughout the organisation and
developed strong Six Sigma teams.

Digital Six Sigma

Digital Six Sigma integrates information
technology andnew digitaltools for
improved training, decision-making, analysis
and compliance, and to monitor performance
on a continuous basis by automatingprocess
controldata.
Digital Six Sigma focuses on high-leverage
issues that drive business improvements
throughout the organization. The major
thrust in the new approach was not to just
eliminate defects, but to reduce "totalcycle
time" or the time from when a Motorola
customer places an order to the delivery.

The implementation of Six Sigma has

produced over $18 billion in savings for
Motorola over the past 20 years.
Many organizations over the past 20 years
haveemulated the successful association of
Motorola and Six Sigma.

Without Six Sigma, we would be one of

those companies famous for having great
ideas and not being able to make any money
off them.
-Rey More, Chief Quality Officer, Motorola Inc.