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On Executives Accountability for Improvement Every month at Motorola, the top 15 to 25 executives met One was designated to be the main speaker and to present the best idea to improve quality in his or her area For that meeting, the executive became a teacher, sharing ideas with his or her counterparts Whatever the religion preached at the company, one must accept it or go to another church On Thoughts about a Participative Management Program We first learned about the participative management process early, in the 1960s We took the essence of it, refined it in the Motorola way, and implemented it This process allowed employees and groups to establish stretch goals to generate savings or execute their tasks better The savings were shared with employees of the group This process did wonders for us We created numerous pockets of excellence and success stories.

Finally, solid waste generation may be indexed to a business activity, such as the number of times a waste generating activity occurs not necessarily related to production levels. In some cases an activity ratio may be a more accurate measure than a production ratio. For example, at a university, how often the school holds orientation sessions or training sessions will impact waste generation in terms of paper and food waste. An index to the number of training sessions conducted may be more meaningful than the number of students or faculty at the school.

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From a business standpoint, projects are evaluated based on their impact to the bottom line of the organization. An understanding of the nancial bene ts of a solid waste minimization project is critical in determining, evaluating, comparing, and selecting projects. In addition, a thorough understanding of the nancial impact of the project will aid in promoting the project to upper management and other stakeholders. From a nancial standpoint, the three areas on which solid waste minimization projects are evaluated are

The initial investment is the start-up funds required to begin a given solid waste minimization program. This includes the cost for recycling bins, recycling provider fees, recycling equipment costs (balers, grinders, or electric hand dryers), and training costs. The payback period is the period of time (usually given in years) required for the project s pro t or other bene ts to equal the project s initial investment. The equation is Payback period = cost uniform annual benefits

Employees earned a significant percentage of their salary due to the savings they realized for Motorola The CEO Quality Award was created to recognize the extraordinary successes of a team or an individual who has significantly improved a process, leading to higher customer satisfaction or less waste of resources For people who received the CEO Quality Award, it was a very important award, as the standards to achieve this award were very tough On Motorola Today The Six Sigma and process improvement initiatives were attenuated in the mid-1990s due to company growth However, they are being restored currently The way they are being applied today is somewhat different The program is now called Six Sigma Digital People who are advocating it and living it are very enthusiastic about it.

The payback period measures how long the project will take to recoup the initial investment, or in other words gauges the rapid return of investment for an organization. Many organizations use the payback period as a litmus test to screen projects based on a predetermined threshold, say 3 to 4 years for many companies. There are some limitations to the payback period, such as

The payback period is an approximation, not and exact economic analysis. All costs and all pro ts (or savings) of the investment before payback are included

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