【正文】 e industry RONA and sales growth with midteens Profitability Grow nondevice revenues to 20% of total CUSTOMER MARKET ?Delight customers and bee the coveted supplier by all top 25 customers Cellular – 25% share 3G Share – never 1X Top 10 in Brand Value OPERATIONAL PEOPLE ?Transform the anization to Performance Excellence ?600 score ?Motivate employees and create a positive work environment ?Build active munity involvement February 18, 2023 FINANCIAL ?Improve Total Cost Competitiveness of products ?Product, Portfolio, Manufacturing Complexity/ Cost Reduction (Metty, Garriques, Pini) ?Ebusiness (Jarvis, Fullman) ?Improve overall ability to deliver EndtoEnd solutions, content and applications (Soderberg, Bordelon, Garriques) CUSTOMER/CONSUMER MARKET ?Define and develop Compelling Products and Signature Experiences ?Signature experiences roadmap (Garriques) ?EntryLevel phone leaderships (Garriques) ?Accessories and Companion Products (Garriques) ?Improve customer relationships through operator partnering and customization ?Collaborative Planning, Forecasting and Replenishment (Regional GM’s, Metty) ?Operator Customization (Regional GM’s, Garriques) ?ARPU Obsession (Regional GM’s, Garriques) ?Drive and sustain consumer demand and pullthrough programs, and increase the effectiveness of comarketing with operators and distributors (Frost, Regional GM’s, Garriques) ?Substantially enhance the value and impact of the Motorola Brand (Frost) ?Invest in innovation to leverage technology advancements and architecture to improve market/customer responsiveness (Pini) OPERATIONAL PEOPLE ?Make the matrix anization work (Zafirovski) ?Make Six Sigma “The Way We Work” in everything we do (Milano, PCS Staff) ?Dramatically improve software capability quality (Pini) LA NA PCS Asia EMEA TPRG WWSC CSS STRATEGIC PLANNING CUSTOMER MKT FOCUS HUMAN RESOURCE FOCUS PROCESS MGMT LEADERSHIP INFORMATION/ANALYSIS ?Improve EndtoEnd selling capabilities on Account Teams (Regional GM’s, Garriques, Bordelon) ?Improve SOP Process (Metty, Regional GM’s) ?Drive development and differential investments in human assets, by implementing the Organization Vitality Process (Nickel) ?Institutionalize MGates across all projects (Barrett) ?Implement YEAR 1 Next Generation Supply Chain projects identified as critical in Supply Chain Roadmap Realization Program (Metty, Jarvis) ?Deploy Time Tracking System (Primavera) across PCS (Jarvis, Barrett, Pini) PLM FINANCIAL Make The Numbers ? PBT ? Sales: DeviceNonDevice ? Cash Flow: CUSTOMER/CONSUMER MARKET ? Increase Market Share ? 20% movement in Customer Satisfaction Top 2 Boxes to 61% ? Improve consumer POS equity by % in top 11 countries OPERATIONAL ? 30% plexity index reduction by YE all 2023 NPI39。These materials, including all attachments, are protected under the copyright laws of the United States and other countries as an unpublished work. These materials contain information that is proprietary and confidential to Motorola University and are the subject of a License and Nondisclosure Agreement. Under the terms of the License and Nondisclosure Agreement, these materials shall not be disclosed outsider the recipient’s pany or duplicated, used or disclosed in whole or in part by the recipient for any purpose other than for the uses described in the License and Nondisclosure Agreement. Any other use or disclosure of this information, in whole or in part, without the express written permission of Motorola University is prohibited. Six Sigma174。s achieve plexity index of ? 0% slippage on new product introduction launches ? 90% Ontime Delivery Performance (CRSD) ? Achieve SEI level3 75% improvement in software defects (over P2K baseline) ? 25% Reduction in Cost of Poor Quality ? Achieve top 1 or 2 supplier satisfaction status PEOPLE ? 15% movement in employee satisfaction Top 2 boxes score to 71% ? Community Service – 100,000 hours ?Implement key IT tools and systems to support the business (Jarvis, Owings) PE ASSESSMENT ?20% Improvement over 2023 Performance Other Support Functions Motorola Internal Use Only Business Success Requires an Integrated Approach Using the Scorecard Process as a framework, create relevant improvement targets, stretch goals and appropriate measures Notice that Customer Requirements are central to our business initiatives! Customer Requirements PCS Scorecard Strategic Objectives Business Results Business Processes Current Year Initiatives The Six Sigma Business Improvement Campaign Leverages the Key Components of a High Performance Business System Establish CLEAR PRIORITIES Organizational Process Alignment Define PERSONAL COMMITMENT DEVELOPMENT Flawless Execution OnTime Customer Solutions Identify KEY AREAS FOR IMPROVEMENT Customers Markets Shareholders External Information Leadership Vision Business System Assessments Achieve RESULTS THEN REWARDS Through PROCESSES TOOLS Performance Management Establish ACCOUNTABILITY Strategy Development Scorecards 2023 Then and Now 1986 Six Sigma methodology introduced at Motorola 1987 Six Sigma by 1992 goal was set 1988 Malcolm Baldrige National Quality Award 1990 Black Belt Initiative introduced 1992 10X defect reduction every 2 yrs., 10X cycle time every 5 yrs 1998 Corporate Renewal 1999 Rules of Engagement, Performance Excellence, Balanced Scorecard 2023 Black Belt Initiative Accelerated Motorola’s Perspective 2023 PCS 300 Belts Goal Let’s Start with the Basics: Sigma Defined “ Sigma” is a Measurement Sc