Bob came to recognize this approach as the solution to their quality concerns.
They followed the four phase Six Sigma methodology (measure, analyze, improve and control) and started their journey of documenting their key processes, aligning those processes to customer requirements, and installing measurement systems to continually monitor and improve these processes.
Motorola’s customers were unhappy with the product defects and customer support.
On the other hand, Japanese had already built an amazing quality standard that many American companies simply could not keep up with.
Thus, to remain competitive, top management vowed to make improvements in their quality by tenfold over a five-year period.
Initially, this seemed to be impossible, but by the end of 1985, everyone in Motorola had started working toward that goal.
He created the original statistics and formulas initiated the implementation of Six Sigma methodology.
Convinced in the huge success that this methodology would have, he presented the ideas to CEO Bob Galvin.
The ultimate goal of this methodology is to create products or services with less than 3.4 defects per million products or services produced.
Witnessing its benefits, many of world’s most famous and successful organizations have decided to implement and integrate Six Sigma principles in their business processes.