Motorola On its road to success, Motorola, Inc. , employed a total quality strategy that enabled it to win the coveted Malcolm Baldrige National Quality Award twice; in 1988 and 2002. Prior these achievements, Motorola, Inc. came up with remarkable advances and transformation in its cycle and quality time 8 years preceding the awards. At the beginning, defects elimination and product quality were the main focus but this changed in the late 1980’s when Motorola started to focus more on process capability which in turn gave rise to the Six Sigma development (Motorola, Inc, 2007).
The Six Sigma approach is a business level strategy that Motorola employed to attain the desired quality control and this was critical for the company as it gained milestones in its quality control helping the company to win the awards. Motorola was among the early companies to engage fully in quality initiatives and is credited for coming up with the Six Sigma methodologies. The company used these methodologies to reduce errors, identify areas that needed improvement and improve its performance in its functional areas.
This strategy enabled customers to accomplish their mission and at the same time attain communication solutions and integrated information which improved their operational performances (Motorola, Inc, 2007). The Motorola’s subsidiary-Commercial, Government and Industrial Solutions Sector (CGISS) also played a significant role in helping the company win the awards as it ensured an outstanding quality performance. CGISS services and products were delivered through a structure that was well integrated including extensive dealer, direct sales and service networks. The Motorola Online and customer support organizations were extranet services that provided partners and customers with self-service capabilities to accept, order, and ship products. CGISS as applied in Motorola Inc, demonstrates that integrity and responsibility and market place success work hand-in-hand.
The company’s value statements emphasized on uncompromising integrity as well as global practices and policies designed in a way that all its operations adhered to the strictest requirements worldwide (Porter and Tanner, 2006). CGISS ensured respect and integrated ethical behavior for all the employees. Through this inclusion, Motorola came up with a climate that focused mostly on the need to have each employee demonstrate integrity in both action and word.
(Porter and Tanner, 2006). CGISS created customer intimacy in all the processes and this ensured that the customers and stakeholders were all involved in the development, design and implementation of services and products as well as its planning efforts. CGISS deployed and integrated customer demands to all employees. The strategy also shares, integrates and reviews all the company’s and operational information such as supplier information and organizational capacity. However, this requires a fully deployed information system and intranet data systems for integrating, gathering and analyzing information. Motorola’s Inc management also employed the financial metrics to improve its financial performance.
The metrics enabled the company to balance its financial performances with the metrics under operation that support it in areas such as workforce engagement and learning, customer loyalty and satisfaction, innovation and process management (Ackeman, 2008). With the above mentioned strategies, Motorola, Inc. was confident enough with its control quality and went ahead to apply for the Malcolm Baldrige National Quality Award. The Company was successfully qualified and managed to win the award in 1980 and 2002 following its execution of the business excellence model and its good performance.
Motorola, Inc had showed desirable results in relation to the good strategies they had implemented. References Ackeman, R. (2008). Malcolm Baldrige National Quality Award: Profiles of Award Recipients, 1988-1999. New York: Diane Pub Co Motorola, Inc. (2007). About Motorola University: The Inventors of Six Sigma. Retrieved October 21, 2013, from http: //www. motorola. com/content. jsp? globalObjectId=3079 Porter, L and Tanner, J. (2006). Assessing Business Excellence-A guide to business excellence and self-assessment. Oxford, UK: Elsevier Butterworth-Heinemann