Submitted By:Jaydeep Modi

Xerox Corporation
Xerox Corporation is the world's largest document-

management company, providing the industry's broadest range of color and black-and-white printers, multifunction systems, copiers, digital production printing presses, and related consulting services and supplies

History of Xerox
Xerox establish in 1930 and it called HALOID.
Xerox introduced in 1959. It begin as a manufacturer of photographic paper and

plain paper copier. The company expanded substantially throughout the 1960s

Competitive Crisis of Xerox

In 1970, Xerox had a competitor like IBM & Kodak in

their high volume copier. In 1972, Xerox suffered losses due to the expansion of Japans reign on the global market. Japan entered the market with a cheaper product. Because of Japanese competitor , Xeroxs market share fallen less then 50% in 1983.

Leadership through Quality program

In 1983, Xeroxs president became convinced that the

company needed biggest change in their traditional management culture. He decides company required changes in behavior & attitude as well as some operational changes. He decides to initiate TQM in Xerox. So, Xeroxs top 25 managers wrote the quality policy. and this policy led to a process it called leadership through quality.

Cont.
Objectives of the leadership through quality program. To install quality as the basic business principle in Xerox and to ensure that quality improvement becomes the job of every employee. To ensure that all employees individually & collectively provide their customers with innovative products & services that satisfy their requirements. To establish management & work process that enable all Xerox people to continuously pursue quality improvement in meeting customer requirement.

Cont.
Leadership to quality was directed to achieve four

goals.
Customer Goal Employee Goal Business Goal Process Goal

Step taken by Xerox for TQM

First they started to improve their distribution system

& billing process. Every month they started to get customer feedback on equipment, service & administrative support. Xerox gave quality related training to all their employee in 1988. Xerox worked with the supplier to improve their process, implement statistical methods & total quality process.

Impacts of leadership though quality

Reject rate on the assembly line fell from 10,000 parts per

million to 300 parts pm. 95% of supplied parts no longer needed inspection in 1989. 30 U.S supplier went the entire year defect free. The number of supplier was cut from 5000 to fewer then 500. The cost of purchased parts was reduced by 45%. Despite inflection, manufacturing cost dropped 20%. Product development time decreased by 60%. Overall product quality improved 93%.

Crisis & Quality Renew

 In 2001, Xerox embarked on a six sigma initiative after

experiencing the power of six sigma from General Electric. Then they started their billing system in Chaos and then customer received invoices quoting price . They hire GE capital to handle their billing system. GE applied six sigma & lean manufacturing concepts, showing Xerox how it could omit steps from its design, manufacturing and servicing process . After this experience, Xerox started a new thrust called Lean six sigma.

The key components of Xeroxs Lean six sigma approach

Performance excellence process
DMAIC Market trends & benchmarking

Behavior & Leadership