Motorola goal for 1992 was to have 3.4 defects per million opportunities.
After implementing Sig Sigma, Motorola realized how important the methodology had been in improving their processes.
They saw that the Japanese companies were doing 2000 times better than them.
This was due to the fact that Japanese had been using similar technologies for a longer period of time.
As a result, dealing with severe financial pressure, Motorola had to take action.
The top management summoned the Motorola engineers and sought to reduce the amount of errors in their products before they were even shipped out of their factories.
We may wonder where will the Six Sigma journey lead us to.
This path, however, will certainly be challenging while we seek perfection.
By the end of the five year period, every business in Motorola had reached their targeted scale of improvement.
Motorola managers decided to fly to Japan to better evaluate how their competition was doing, and what they found out was mind-blowing.