Description
The documentation describes about Total Quality Management.
Total Quality Management
Motorola and ST Microelectronics
MOTOROLA CGISS (Commercial, Government and Industrial Solutions Sector)
CGISS’ vision is to “become the trusted integrator of complex communication and information solutions for the public sector and business critical enterprise customers.” CGISS’ mission statement is to “improve the performance of our customers’ operations by providing integrated information and communications solutions.” CGISS’ values based on two key beliefs: constant respect for people and uncompromising integrity in everything the company do. Motorola as a Company has created a corporate climate that values integrity, emphasizing the need for each, employee to demonstrate integrity, both in word and action. Motorola CGISS worldwide employs approximately 15,260 associates. Employee skill levels range from assembly and warehouse workers to senior management / president. Educational levels range from high school to PhD graduates. Motorola’s culture creates a strong environment for team learning and individual attainment of advanced and continued education. Worldwide Motorola enjoys a direct relationship with its employees. Workforce Diversity is a business initiative that drives the hiring, development and retention of highly skilled and diverse workforce. Motorola makes products that connect people – and we continuously strive to stay connected to the planet we share, too. That means developing innovative ways to create high-tech products with low environmental impact. The goal is to create products that conserve resources, contain only benign materials, use low amounts of energy and are easy to recycle. The Company also create products that help make the world a safer place while helping people live better lives, environmental requirements are integrated into the M-Gate Process. Worldwide, CGISS maintains a number one position in the radio system market. The company is at least 2 X better than largest competitor. The key factors that determine success are built on Technological Supremacy, Customer Intimacy and Operational Excellence. The company is able to achieve this because of: • Customer-focused employees • Strong Relationships with Channel Partners and Quality Suppliers • Trust (Deliver on Promises) • Long-Term Commitment to Customer Satisfaction • Reputation (Brand) • Quality of Product, System, Business Processes
• Global Distribution and Support Networks • Delivery and Support of Custom Solutions • Commitment to Multiple User-Driven Standards • Motorola Labs and Research Changes taking place that affects competitive position include: • New Players in Industry • The Convergence of Technologies • Global Economies • New Customer Business Models • Customer Decision Processes • Government & Regulatory Environment • Government Politics • Consolidation of Government User Groups into State-wide/Country-wide Systems (Mega System) • Global Safety & Security Performance Excellence begins and ends with our stakeholders. It is the roadmap the company uses to execute against the strategies, ensure fact-based business decisions, align resources, and drive continuous improvement, which drives customer satisfaction and profitability. Performance Excellence helps the entire CGISS organization to manage for innovation and focus on what’s important to our customers – a must in today’s competitive marketplace. The Motorola Board of Directors, Motorola Management Board and Sector senior management set values, short and long term directions and performance expectations. Performance expectations are set during the annual strategic planning process and through staff and Stractics (proactive analysis of our goals, strategies & opportunities) meetings. Expanded Staff Net Meetings are used to develop the Performance Excellence Scorecards, along with manager input. The CGISS strategy process uses inputs from all stakeholders to balance value for them. These inputs are determined through a systematic analysis of stakeholders’ needs. The Customer expectations are determined through the customer listening and learning approaches. The company balance value for customers and other stakeholders through inclusion of their requirements in the strategic planning process, and review of related performance in management review forums.
Senior Management creates an environment for innovation by supporting a number of approaches that encourage and enable employees to become more innovative, including the support of the Technical Ladder, Personal Commitment, SABA, Engineering Awards and Recognition, intellectual property & Patent Awards, RMTR (at the Sector, Group and Division levels), and technical committees. This environment is reinforced through support of the reward/recognition systems, open communications, Town Hall meetings RMTR feedback, Patent Awards, Gold Badges. Deployment of these approaches allows the organization to manage with minimal supervision. Scorecards, standardized practices, and Personal Commitment reinforce and set clear performance expectations. In addition to Empowerment, Innovation and Organizational Agility, Organizational Learning is supported by a high performance culture, which optimizes employee contributions. Business Process CGISS’ business proposition focuses on new technology solutions in the Mission Critical and Enterprise markets. Transitioning technology into delivered products and services in a timely manner at market acceptable value points drives the growth model.
Each business process is tied to Performance Excellence Scorecards that identify key measures in alignment with the annual strategic planning process.
STMicroelectronics (STM)
STMicroelectronics (ST) designs, develops, manufactures, and markets semiconductor integrated circuits (IC) to customers within the US and throughout the world. The parent company is headquartered in St. Genis, France, near Geneva, Switzerland. We are one of five sub-units who have design, manufacturing, and sales functions throughout Europe, the US, Southeast Asia, Japan, and China. ST Corporate balances and utilizes the capabilities and facilities of all subsidiary manufacturing facilities to capitalize on efficiencies and distribution channels. As such, the U.S. operations are responsible for the design process, wafer fabrication, and initial testing. The product is then sent to overseas’ locations for assembly and final test. The corporate distribution network routes products sold by US marketing operations to the warehouse in Phoenix for final shipment. Within the US, ST employs 3,230 of the parent’s 29,000 worldwide employees. The employees are the strongest assets that we have and are the key to the company’s ongoing success. The total US population has 35% professionals; 35% skilled; 15% semi-skilled; 2% supervisors; and 13% managers, executives, and other. ST’s vision is to be: ??A solid member of top 10 worldwide IC suppliers ??Financial performance superior to top 10 averages ??Best-in-class in service and environmental protection The company’s mission is: “To offer strategic independence to our partners worldwide, as a profitable and viable, broad range semiconductor supplier.” The Guiding Principles are: ??Customer satisfaction ??Business integrity ??People ??Persistence for excellence ??Profitability ??Innovation The Five Key Principles of TQM are: ??Management commitment and leadership ??Employee empowerment
??Fact-based decision making ??Continuous improvement ??Customer focus (internal and external) ST believes that it is mandatory for a TQM-driven company to take a leadership position on ecological commitment. The “ecological vision” is to become a corporation that closely approaches environmental neutrality. To support and reinforce this commitment, it has defined an Environmental Decalogue (10 environmental commandments) to guide its actions. It balances customer and stakeholder focus through all these same mechanisms; deployment of company values, Policy Deployment, related training programs, regular internal correspondence, meetings, and recognition events for customer service, employee commitment, and supplier excellence. Commitment to the government regulatory stakeholders is reinforced to employees everyday through the environmental and ISO 14001 efforts. We reinforce commitment to the corporate management by alignment to overarching values and directions. However, while these efforts play an important role in communication and deployment, one of the most important vehicles for communication is the review process, which reinforces focus on the goals and the quest for improvement far better than anyone directional communication method. Senior leaders reinforce commitment to employees by devoting significant time for face-to-face contact, training, challenging, and rewarding employees. We provide several rewards and types of recognition; such as advancement through the Career Enhancement System, the ST Recognition Program, and annual merit increases. Setting direction for the organization (Policy Deployment) is a top-down, bottomup exercise. Through strategic planning, senior leaders communicate corporate direction throughout the division, operations, and regions to the site and department levels. The TQM Steering Committee translates the corporate goals into those applicable for each department. Strategy Development Process The approach to strategic planning is very “capillary” involving a large portion of the company’s population in a bottom-up and top-down exercise that ensures employee ownership and corporate alignment. Every three to five years the corporation undergoes a process (Vision 200x) to a set long-term strategic guidelines. Senior managers set key objectives for where the corporation will be at the end of the next five to seven years. Subsequently, key managers attend a two-day workshop to find the best implementation strategies to obtain the stated objectives.
Annual Strategic Planning Process Customer Focus To evaluate the approaches to listening and learning from customers, potential customers, and markets, we analyze the most important business measures to determine if we are “getting smarter”. The most fundamental measure of the success is the sales growth versus the overall market growth in those markets that we serve. The second key metric showing the effectiveness is the sales derived from the Strategic Alliance customers and Corporate Key Accounts when compared to prior years. Finally, two sections of the Customer Perception Survey specifically address technical innovation and product range, and we contrast the recent customer responses with those received in prior years. Measurement of Organizational Performance One of the company’s five key TQM principles is “Fact-Based Decision Making”. We systematically deploy comparative and benchmark information vertically and crossfunctionally to obtain fully dedicated attention and results through applying our TQM approach and methodology of continuous improvement. Internal comparisons and benchmarking follow the same TQM philosophy. The computerized reporting systems use common software and hardware throughout the company to eliminate compatibility problems. The system is organized to ensure there is only one reference point for any given data, even if there is a need to access it in several locations. Work Systems Our work systems are designed to support the company’s matrix structure by providing maximum flexibility. The work structure design is focused toward maximizing productivity, flexibility, and empowerment to facilitate the need to be cost competitive, agile, and high performing.
doc_794966531.doc
The documentation describes about Total Quality Management.
Total Quality Management
Motorola and ST Microelectronics
MOTOROLA CGISS (Commercial, Government and Industrial Solutions Sector)
CGISS’ vision is to “become the trusted integrator of complex communication and information solutions for the public sector and business critical enterprise customers.” CGISS’ mission statement is to “improve the performance of our customers’ operations by providing integrated information and communications solutions.” CGISS’ values based on two key beliefs: constant respect for people and uncompromising integrity in everything the company do. Motorola as a Company has created a corporate climate that values integrity, emphasizing the need for each, employee to demonstrate integrity, both in word and action. Motorola CGISS worldwide employs approximately 15,260 associates. Employee skill levels range from assembly and warehouse workers to senior management / president. Educational levels range from high school to PhD graduates. Motorola’s culture creates a strong environment for team learning and individual attainment of advanced and continued education. Worldwide Motorola enjoys a direct relationship with its employees. Workforce Diversity is a business initiative that drives the hiring, development and retention of highly skilled and diverse workforce. Motorola makes products that connect people – and we continuously strive to stay connected to the planet we share, too. That means developing innovative ways to create high-tech products with low environmental impact. The goal is to create products that conserve resources, contain only benign materials, use low amounts of energy and are easy to recycle. The Company also create products that help make the world a safer place while helping people live better lives, environmental requirements are integrated into the M-Gate Process. Worldwide, CGISS maintains a number one position in the radio system market. The company is at least 2 X better than largest competitor. The key factors that determine success are built on Technological Supremacy, Customer Intimacy and Operational Excellence. The company is able to achieve this because of: • Customer-focused employees • Strong Relationships with Channel Partners and Quality Suppliers • Trust (Deliver on Promises) • Long-Term Commitment to Customer Satisfaction • Reputation (Brand) • Quality of Product, System, Business Processes
• Global Distribution and Support Networks • Delivery and Support of Custom Solutions • Commitment to Multiple User-Driven Standards • Motorola Labs and Research Changes taking place that affects competitive position include: • New Players in Industry • The Convergence of Technologies • Global Economies • New Customer Business Models • Customer Decision Processes • Government & Regulatory Environment • Government Politics • Consolidation of Government User Groups into State-wide/Country-wide Systems (Mega System) • Global Safety & Security Performance Excellence begins and ends with our stakeholders. It is the roadmap the company uses to execute against the strategies, ensure fact-based business decisions, align resources, and drive continuous improvement, which drives customer satisfaction and profitability. Performance Excellence helps the entire CGISS organization to manage for innovation and focus on what’s important to our customers – a must in today’s competitive marketplace. The Motorola Board of Directors, Motorola Management Board and Sector senior management set values, short and long term directions and performance expectations. Performance expectations are set during the annual strategic planning process and through staff and Stractics (proactive analysis of our goals, strategies & opportunities) meetings. Expanded Staff Net Meetings are used to develop the Performance Excellence Scorecards, along with manager input. The CGISS strategy process uses inputs from all stakeholders to balance value for them. These inputs are determined through a systematic analysis of stakeholders’ needs. The Customer expectations are determined through the customer listening and learning approaches. The company balance value for customers and other stakeholders through inclusion of their requirements in the strategic planning process, and review of related performance in management review forums.
Senior Management creates an environment for innovation by supporting a number of approaches that encourage and enable employees to become more innovative, including the support of the Technical Ladder, Personal Commitment, SABA, Engineering Awards and Recognition, intellectual property & Patent Awards, RMTR (at the Sector, Group and Division levels), and technical committees. This environment is reinforced through support of the reward/recognition systems, open communications, Town Hall meetings RMTR feedback, Patent Awards, Gold Badges. Deployment of these approaches allows the organization to manage with minimal supervision. Scorecards, standardized practices, and Personal Commitment reinforce and set clear performance expectations. In addition to Empowerment, Innovation and Organizational Agility, Organizational Learning is supported by a high performance culture, which optimizes employee contributions. Business Process CGISS’ business proposition focuses on new technology solutions in the Mission Critical and Enterprise markets. Transitioning technology into delivered products and services in a timely manner at market acceptable value points drives the growth model.
Each business process is tied to Performance Excellence Scorecards that identify key measures in alignment with the annual strategic planning process.
STMicroelectronics (STM)
STMicroelectronics (ST) designs, develops, manufactures, and markets semiconductor integrated circuits (IC) to customers within the US and throughout the world. The parent company is headquartered in St. Genis, France, near Geneva, Switzerland. We are one of five sub-units who have design, manufacturing, and sales functions throughout Europe, the US, Southeast Asia, Japan, and China. ST Corporate balances and utilizes the capabilities and facilities of all subsidiary manufacturing facilities to capitalize on efficiencies and distribution channels. As such, the U.S. operations are responsible for the design process, wafer fabrication, and initial testing. The product is then sent to overseas’ locations for assembly and final test. The corporate distribution network routes products sold by US marketing operations to the warehouse in Phoenix for final shipment. Within the US, ST employs 3,230 of the parent’s 29,000 worldwide employees. The employees are the strongest assets that we have and are the key to the company’s ongoing success. The total US population has 35% professionals; 35% skilled; 15% semi-skilled; 2% supervisors; and 13% managers, executives, and other. ST’s vision is to be: ??A solid member of top 10 worldwide IC suppliers ??Financial performance superior to top 10 averages ??Best-in-class in service and environmental protection The company’s mission is: “To offer strategic independence to our partners worldwide, as a profitable and viable, broad range semiconductor supplier.” The Guiding Principles are: ??Customer satisfaction ??Business integrity ??People ??Persistence for excellence ??Profitability ??Innovation The Five Key Principles of TQM are: ??Management commitment and leadership ??Employee empowerment
??Fact-based decision making ??Continuous improvement ??Customer focus (internal and external) ST believes that it is mandatory for a TQM-driven company to take a leadership position on ecological commitment. The “ecological vision” is to become a corporation that closely approaches environmental neutrality. To support and reinforce this commitment, it has defined an Environmental Decalogue (10 environmental commandments) to guide its actions. It balances customer and stakeholder focus through all these same mechanisms; deployment of company values, Policy Deployment, related training programs, regular internal correspondence, meetings, and recognition events for customer service, employee commitment, and supplier excellence. Commitment to the government regulatory stakeholders is reinforced to employees everyday through the environmental and ISO 14001 efforts. We reinforce commitment to the corporate management by alignment to overarching values and directions. However, while these efforts play an important role in communication and deployment, one of the most important vehicles for communication is the review process, which reinforces focus on the goals and the quest for improvement far better than anyone directional communication method. Senior leaders reinforce commitment to employees by devoting significant time for face-to-face contact, training, challenging, and rewarding employees. We provide several rewards and types of recognition; such as advancement through the Career Enhancement System, the ST Recognition Program, and annual merit increases. Setting direction for the organization (Policy Deployment) is a top-down, bottomup exercise. Through strategic planning, senior leaders communicate corporate direction throughout the division, operations, and regions to the site and department levels. The TQM Steering Committee translates the corporate goals into those applicable for each department. Strategy Development Process The approach to strategic planning is very “capillary” involving a large portion of the company’s population in a bottom-up and top-down exercise that ensures employee ownership and corporate alignment. Every three to five years the corporation undergoes a process (Vision 200x) to a set long-term strategic guidelines. Senior managers set key objectives for where the corporation will be at the end of the next five to seven years. Subsequently, key managers attend a two-day workshop to find the best implementation strategies to obtain the stated objectives.
Annual Strategic Planning Process Customer Focus To evaluate the approaches to listening and learning from customers, potential customers, and markets, we analyze the most important business measures to determine if we are “getting smarter”. The most fundamental measure of the success is the sales growth versus the overall market growth in those markets that we serve. The second key metric showing the effectiveness is the sales derived from the Strategic Alliance customers and Corporate Key Accounts when compared to prior years. Finally, two sections of the Customer Perception Survey specifically address technical innovation and product range, and we contrast the recent customer responses with those received in prior years. Measurement of Organizational Performance One of the company’s five key TQM principles is “Fact-Based Decision Making”. We systematically deploy comparative and benchmark information vertically and crossfunctionally to obtain fully dedicated attention and results through applying our TQM approach and methodology of continuous improvement. Internal comparisons and benchmarking follow the same TQM philosophy. The computerized reporting systems use common software and hardware throughout the company to eliminate compatibility problems. The system is organized to ensure there is only one reference point for any given data, even if there is a need to access it in several locations. Work Systems Our work systems are designed to support the company’s matrix structure by providing maximum flexibility. The work structure design is focused toward maximizing productivity, flexibility, and empowerment to facilitate the need to be cost competitive, agile, and high performing.
doc_794966531.doc