Strategic Planning Powered by Digital Six Sigma

Strategic Planning Powered by Digital Six Sigma

Strategic Planning Powered by Digital Six Sigma

Place your image on Place your image on top of this gray box. top of this gray box. If no graphic is If no graphic is applicable, delete gray box applicable, delete gray box and notch and notch- -out out behind gray box, from behind gray box, from the Title Master the Title Master MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners.

© Motorola, Inc. 2002. ners. © Motorola, Inc. 2002.

Strategic Planning Strategic Planning Powered by Powered by Digital Six Sigma Digital Six Sigma Laura A. Lozano Laura A. Lozano Master Black Belt Master Black Belt Director of Quality Director of Quality North America Group North America Group N&E, Motorola N&E, Motorola

Strategic Planning Powered by Digital Six Sigma

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners.

© Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Objectives of Today’s Session Objectives of Today’s Session ƒ ƒ Review Strategic planning as part of an element of the Review Strategic planning as part of an element of the MBNQA with Performance Excellence Framework MBNQA with Performance Excellence Framework ƒ ƒ Understand Motorola’s Best Practices to winning MBNQA Understand Motorola’s Best Practices to winning MBNQA ƒ ƒ Performance Excellence Performance Excellence – – Digital Six Sigma Digital Six Sigma ƒ ƒ Performance Excellence Strategic Planning through Digital Performance Excellence Strategic Planning through Digital Six Sigma Six Sigma ƒ ƒ IAFC Example of a Performance Excellence Scorecard IAFC Example of a Performance Excellence Scorecard

Strategic Planning Powered by Digital Six Sigma

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Elements of Malcolm Baldrige Elements of Malcolm Baldrige National Quality Award (MBNQA) National Quality Award (MBNQA)

Strategic Planning Powered by Digital Six Sigma

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business What is the Malcolm Baldrige What is the Malcolm Baldrige National Quality Award? National Quality Award? ƒ ƒ Program to promote Total Quality Program to promote Total Quality Management in American products and Management in American products and services initiated in 1987. services initiated in 1987. ƒ ƒ Recognizes small and large manufacturing, Recognizes small and large manufacturing, service, educational, and health care service, educational, and health care organizations that demonstrate exemplary organizations that demonstrate exemplary performance in products/services.

performance in products/services. ƒ ƒ Provides a consistent set of standards and a Provides a consistent set of standards and a comprehensive set of criteria to evaluate comprehensive set of criteria to evaluate award applicants.

award applicants. Malcolm Baldrige National Quality Award

Strategic Planning Powered by Digital Six Sigma

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business What is Performance Excellence (PE)? What is Performance Excellence (PE)? ƒ ƒ Motorola's business framework founded on a high Motorola's business framework founded on a high- -performance performance business system that is supported by “Customer business system that is supported by “Customer- -driven Quality” & driven Quality” & “Continuous Improvement” core values.

“Continuous Improvement” core values. ƒ ƒ Employs the globally accepted and proven methods used with Employs the globally accepted and proven methods used with MBNQA in U.S., the European Quality Foundation in Europe and the MBNQA in U.S., the European Quality Foundation in Europe and the National Quality Award in Asia.

National Quality Award in Asia. ƒ ƒ PE is PE is not not about quality or TQM anymore. It looks at how to balance about quality or TQM anymore. It looks at how to balance all aspects of businesses. all aspects of businesses. ƒ ƒ PE is the strategic framework that we use to conduct and measure PE is the strategic framework that we use to conduct and measure ourselves. ourselves.

Strategic Planning Powered by Digital Six Sigma

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office.

All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business The Seven Baldrige Criteria The Seven Baldrige Criteria Leadership Leadership Strategic Strategic Planning Planning Customer Customer & Market & Market Focus Focus Information Information & Analysis & Analysis Human Human Resource Resource Focus Focus Process Process Manage Manage- - ment ment Business Business Results Results Guiding the Guiding the organization organization & & Corporate Corporate citizenship citizenship Direction Direction and and action action steps steps Requirements Requirements and expectations and expectations of customers of customers Data support of Data support of key process key process Performance Performance management management system system Developing Developing workforce workforce potential potential Alignment of Alignment of objectives objectives Production & Production & delivery delivery processes, processes, business business processes and processes and support support processes processes Performance in Performance in customer customer- - focused, focused, financial and financial and market, human market, human resources and resources and organizational organizational effectiveness effectiveness results and results and performance performance relative to relative to competition competition 120 120 Points Points 85 85 Points Points 85 85 Points Points 90 90 Points Points 85 85 Points Points 85 85 Points Points 450 450 Points Points 1000 Points 1000 Points 1000 Points

Strategic Planning Powered by Digital Six Sigma

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Link into a High Performance Link into a High Performance Business System Business System 2. Strategic Planning 1. Leadership 3. Customer/ Market Focus 6. Process Management 5.

Human Resources 7. Business Results 4. Information and Analysis Customer and Market Focused Strategy and Action Plans

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Best Practices Best Practices – – 1. Leadership 1. Leadership

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business What We Stand For… What We Stand For… Our Motorola Values Our Motorola Values Constant Respect for People Constant Respect for People Uncompromising Integrity in Everything We Do Uncompromising Integrity in Everything We Do Our Vision Our Vision Be the trusted integrator and leading provider of innovative Be the trusted integrator and leading provider of innovative communication and information solutions for the public sector an communication and information solutions for the public sector and d business critical enterprise customers.

business critical enterprise customers. Our Mission Our Mission Enable our customers to achieve their mission and improve their Enable our customers to achieve their mission and improve their operational performance with integrated information and operational performance with integrated information and communication solutions.

communication solutions.

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Aspects of Leadership Aspects of Leadership „ „ Assess stakeholders needs Assess stakeholders needs „ „ Set and deploy values, directions, Set and deploy values, directions, resources, and expectations resources, and expectations „ „ Communicate and reinforce Communicate and reinforce

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Best Practices Best Practices – – 2. Strategic Planning 2. Strategic Planning

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Performance Excellence Scorecard Performance Excellence Scorecard Strategic Objectives Current- Year Initiatives STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Business Processes Business Results GEMS The 2006 Performance Excellence Scorecard Vision GEMS NAG IT FINANCE LAW EMEA HR APAC MIL ISD ACES GRRO GTDG SCOG

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Align the Entire Organization Align the Entire Organization A A L L I I G G N N O O B B J J E E C C T T I I V V E E S S / / G G O O A A L L S S Strategy Strategy Performance Performance Review Review Communication Communication Reward and Reward and Recognition Recognition Scorecard Scorecard Performance Performance Measurements Measurements „ „ N&E strategy creates our N&E strategy creates our Performance Excellence Performance Excellence Scorecard initiatives Scorecard initiatives „ „ Scorecards are cascaded Scorecards are cascaded throughout the organization throughout the organization „ „ Organizational and individual Organizational and individual goals are aligned through goals are aligned through Performance Management Performance Management „ „ Reward and recognition is Reward and recognition is directly linked to Scorecard directly linked to Scorecard results results Performance Performance Management Management Vision / Mission Vision / Mission Scorecard Scorecard Initiatives Initiatives

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Strategy Links to Scorecard Strategy Links to Scorecard GEMS & GROUP SCORECARDS COLUMN 2 COLUMNS 3 & 4 COLUMN 1 Customer Delight Operational Excellence Technology Supremacy Strategic Challenges Strategic Objectives Current Year Initiatives Performance Measurement STAKEHOLDER NEEDS Shareholders, Customers, Suppliers/Partners, Employees, Communities Individual Personal Commitment Customer Analysis Compensation & Rewards Market Analysis Competitive Analysis Supplier/Partner Analysis Human & Other Resource Analysis Risk & Other Analysis

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Best Practices Best Practices – – 3. Customer & Market Focus 3. Customer & Market Focus

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business We have the experience and commitment to tailor solutions to challenging customer environments in diverse industries Who We Serve … Who We Serve … Public Safety Government Military Utility Construction Manufacturing Healthcare Education Transportation Petroleum Chemical Industry

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business What Customer Delight Provides What Customer Delight Provides ƒ ƒ Win Win- -win situations win situations ƒ ƒ Solutions that satisfy customer needs Solutions that satisfy customer needs ƒ ƒ Right technology investments Right technology investments ƒ ƒ Inner circle relationships Inner circle relationships ƒ ƒ We share sensitive development detail We share sensitive development detail ƒ ƒ Customer shares domain expertise Customer shares domain expertise ƒ ƒ Mutually beneficial “partnership” Mutually beneficial “partnership” ƒ ƒ Intimacy is a competitive advantage Intimacy is a competitive advantage ƒ ƒ Insight to investment decisions Insight to investment decisions

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Best Practices Best Practices – – 4. Information and Analysis 4. Information and Analysis

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Information Flows Logically Information Flows Logically Measurement and Analysis Information Management Individual Individual Dept. or Team Business Business Motorola Motorola Performance Performance Management Management Operational Operational Indicators Indicators Performance Performance Measures Measures Business Business Results Results Customer Customer Satisfaction Satisfaction Motorola Motorola Online Online Enterprise Enterprise Standards Standards Common Common OneIT Policy OneIT Policy Computing Computing Support Support Help Desk Help Desk Stakeholders Stakeholders

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Leading for Digital Six Sigma Leading for Digital Six Sigma Digital Six Sigma (DSS) is Digital Six Sigma (DSS) is ƒ ƒ A systematic methodology focused on achieving A systematic methodology focused on achieving significant results significant results ƒ ƒ Motorola’s foundation to solving key business Motorola’s foundation to solving key business problems and to improving our business problems and to improving our business ƒ ƒ “Digitization” for permanent solution.

“Digitization” for permanent solution.

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Black Belt and Greenbelt Black Belt and Greenbelt Candidates + “Sponsor” + “Mentor” + Project Green Belt Core skills + 2 Electives 1 DMAIC 4 Demos Green Belt + 5 Electives 1 DMAIC 13 Demos Black Belt

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Best Practices Best Practices – – 5. Human Resource Focus 5. Human Resource Focus

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Performance Management Process Performance Management Process

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Leadership Supply Process Leadership Supply Process Results (PE=R/PC) Behavior (4e’s + Always 1) Most Effective 20% Least Effective 10% Solidly Effective 70% Functional Group Business Group Position Position Currently Filled By: L i f e L i f e L i f e L i f e L i f e Currently Filled By: 1 2 3 4 envision energize edge execute ethics Kellogg Northwestern University Differential Rewards E13+ Talent / Position CALIBRATION LEVERAGED POSITIONS TALENT MGT.

MEETINGS TALENT MOVES Leadership ASSESSMENT FORMAL DEVELOPMENT REWARDS Identifying the Top Talent Identify Most Impactful Positions to the Business Aggressively Managing Talent & Positions Ensure Best Talent for Top Jobs Data-based Evaluation & Development Develop Business Acumen & Drive New Leadership Model Differentially Reward for Performance

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Best Practices Best Practices – – 6. Process Management 6. Process Management

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Horizontal Alignment Across Horizontal Alignment Across the Entire Business the Entire Business „ „ Strategic Planning (STRAP) Strategic Planning (STRAP) „ „ Customer Acquisition (CAP) Customer Acquisition (CAP) „ „ System and Product Development (SPD) System and Product Development (SPD) „ „ Leadership Supply (LSP) Leadership Supply (LSP) „ „ Order to Cash (O2$) Order to Cash (O2$)

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business System and Product Development System and Product Development or “M or “M- -Gates” Gates” Program Management Program Management Engineering Engineering Marketing Marketing Supply Chain Supply Chain – – Manufacturing / Vendors Manufacturing / Vendors Regulatory Regulatory – – Safety / Environmental Safety / Environmental Regulatory Regulatory – – Standards / Spectrum Standards / Spectrum Customers Customers Business Management Business Management Training / Documentation Training / Documentation Technology / Innovation Technology / Innovation Launch Launch and and Closeout Closeout M2 M2- -M0 M0 Implementation Implementation M6 M6- -M3 M3 Project Project Definition Definition M10 M10- -M7 M7 Portfolio Portfolio Planning Planning M12 M12- -M11 M11 Business Business Case Case Development Development M15 M15- -M13 M13 Market Market Intelligence Intelligence and and Analysis Analysis

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Summary: Summary: Why We Won Why We Won – – 7. Results 7. Results

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Our Value Proposition: Our Value Proposition: „ „ Customer Delight Customer Delight „ „ Operational Excellence Operational Excellence „ „ Technology Supremacy Technology Supremacy

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Customer Delight Customer Delight ƒ ƒ Ability to build a strong relationship with Ability to build a strong relationship with Customers, at all levels Customers, at all levels ƒ ƒ Anticipating Customer needs before they do Anticipating Customer needs before they do ƒ ƒ Being a “trusted partner” Being a “trusted partner” ƒ ƒ Commitment to support customers throughout Commitment to support customers throughout their entire life cycle their entire life cycle ƒ ƒ Customer Close Loop Process Customer Close Loop Process

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Operational Excellence Operational Excellence ƒ ƒ Process driven culture Process driven culture ƒ ƒ Continuous improvement of processes through Continuous improvement of processes through quality renewal quality renewal ƒ ƒ Constantly compare performance at all levels Constantly compare performance at all levels to competitors to competitors ƒ ƒ Benchmark best Benchmark best- -in in- -class companies class companies

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Technology Supremacy Technology Supremacy ƒ ƒ Ability to create new technology that leads in Ability to create new technology that leads in the formation of new businesses the formation of new businesses ƒ ƒ Partnerships with advanced research teams, Partnerships with advanced research teams, Motorola Labs and universities Motorola Labs and universities ƒ ƒ Mergers, acquisitions and joint Mergers, acquisitions and joint- -ventures to ventures to embrace existing industry technology embrace existing industry technology

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Performance Excellence Scorecard Performance Excellence Scorecard Strategic Objectives Current- Year Initiatives STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Business Processes Business Results GEMS The 2006 Performance Excellence Scorecard Vision GEMS NAG IT FINANCE LAW EMEA HR APAC MIL ISD ACES GRRO GTDG SCOG

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Combining Everything Combining Everything Strategy Strategy Performance Performance Review Review Communication Communication Reward and Reward and Recognition Recognition Scorecard Scorecard Performance Performance Measurements Measurements INTEGRATE PROCESSES & BUSINESSES INTEGRATE PROCESSES & BUSINESSES INTEGRATE PROCESSES & BUSINESSES A A L L I I G G N N O O B B J J E E C C T T I I V V E E S S / / G G O O A A L L S S Attract, Retain, & Enable the Employees Attract, Retain, & Enable the Employees Protect human, tangible & Protect human, tangible & intangible assets intangible assets Ensure highest level of ethics, Ensure highest level of ethics, integrity & code of conduct integrity & code of conduct Supply Supply Chain Chain Go to Go to Market Market Design, Design, Develop Develop Technology Technology Solutions Solutions Personal Personal Commitment Commitment Vision / Mission Vision / Mission Portfolio Portfolio & Resource & Resource Governance Governance Customer & Market Requirements Customer & Market Requirements Customer & Market Requirements Scorecard Scorecard Initiatives Initiatives

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Why we will continue to win . Why we will continue to win . “ “A Leader’s Guide for Achieving A Leader’s Guide for Achieving Rapid Business Improvement” Rapid Business Improvement”

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Leaders Challenge Leaders Challenge „ „ Today’s leaders face a new reality. Today’s leaders face a new reality. ƒ ƒ Must deliver short term results while building a long term Must deliver short term results while building a long term sustainable business model.

sustainable business model. ƒ ƒ Fierce new competitors, demanding customers, tight talent Fierce new competitors, demanding customers, tight talent supplies, fluctuating markets and impatient investors add supplies, fluctuating markets and impatient investors add to the challenge. to the challenge. ƒ ƒ Past management approaches are no longer effective in Past management approaches are no longer effective in this environment. this environment. ƒ ƒ Past Quality Initiatives have not been successful in this Past Quality Initiatives have not been successful in this environment (e.g., TQM).

environment (e.g., TQM).

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Typical Improvement Programs Fail Typical Improvement Programs Fail Fact: More than 70% of all improvement initiatives FAIL to achieve desired results

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business What’s Missing? What’s Missing? „ „ Why Aren’t Companies Able To Sustain Their Why Aren’t Companies Able To Sustain Their Improvement Efforts?

Improvement Efforts?

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Implementing And Utilizing Six Sigma Methodologies Can Improve Business Execution And Sustain Results Through: 1.

Focusing the Organization on the Vital Few 2. Aligning Front Line Activities with the Vital Few 3. Leveraging Digitization & Six Sigma to Achieve Rapid & Sustainable Improvements on the Vital Few

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business What is Six Sigma? What is Six Sigma? Metric Metric Methodology Methodology Catalyst to Catalyst to Drive Change Drive Change Business Business Impact Impact Literal Literal Definition Philosophical Philosophical Definition Definition Definition

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Six Sigma as a Metric Six Sigma as a Metric What is a Defect? Anything that does not Meet the Customers Expectations!

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Six Sigma as a Metric Six Sigma as a Metric 6 Std 6 Std Deviations Deviations 6 Std 6 Std Deviations Deviations

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business What Six Sigma Looks Like . What Six Sigma Looks Like . 6 Sigma Quality equals 3 Sigma Quality equals „ „ At least 54,000 wrong At least 54,000 wrong drug prescriptions per drug prescriptions per year.

year. „ „ 27 minutes of dead air 27 minutes of dead air time per TV channel time per TV channel each week. each week. „ „ 5 short or long landings 5 short or long landings at O’Hare airport each at O’Hare airport each day. day. „ „ One wrong drug One wrong drug prescription in 25 prescription in 25 years. years. „ „ 2 seconds of dead air 2 seconds of dead air time per TV channel time per TV channel each week. each week. „ „ 1 short or long landing 1 short or long landing at all U.S. airports in at all U.S. airports in ten years.

ten years.

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business What is Six Sigma? What is Six Sigma? Metric Metric Methodology Methodology Catalyst to Catalyst to Drive Change Drive Change Business Business Impact Impact Literal Literal Definition Philosophical Philosophical Definition Definition Definition

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Six Sigma Methodology Is . Six Sigma Methodology Is . „ „ An overall methodology that drives business An overall methodology that drives business improvement and sustains it.

improvement and sustains it. „ „ A proven tool set for driving and achieving A proven tool set for driving and achieving transformational change within an organization. transformational change within an organization. „ „ A Continuous Improvement Process that focuses an A Continuous Improvement Process that focuses an organization on organization on 9 9 Customer requirements, Customer requirements, 9 9 Process alignment, Process alignment, 9 9 Analytical rigor, Analytical rigor, 9 9 Timely execution. Timely execution.

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Performance Improvement Discontinuous Improvement Low Hanging Fruit Traditional Management Crisis Crisis 100% 50% 20% 0% -10% 3 6 9 12 months (Status Quo) Continuous improvement DMADD/ DMADV Ray Stata, Sloan Management Review, 1989. Process Improvement Effect Process Improvement Effect DMAIC Ford 8D

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Digital Six Sigma Methodologies DMAIC DMAIC Variation & Defect Variation & Defect Reduction Reduction Use to improve existing processes DMADDD DMADDD Process Efficiency Process Efficiency & Speed & Speed Use to drive quantum efficiency in existing operations DMADV DMADV New Product & New Product & Process Process Use for developing new processes; or radical change in process DFSS DFSS For Product For Product Development Development Use to control end to end Product Management

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business The DMAIC Process Improvement The DMAIC Process Improvement Methodology Methodology „ „ The The DMAIC DMAIC Six Sigma process improvement Six Sigma process improvement methodology is used in many companies, government methodology is used in many companies, government agencies and service organizations to achieve Six agencies and service organizations to achieve Six Sigma results.

Sigma results. „ „ The The DMAIC DMAIC steps ( steps (D Define, efine, M Measure, easure, A Analyze, nalyze, I Improve mprove and and C Control) provide a disciplined approach to ontrol) provide a disciplined approach to improving existing processes and products through the improving existing processes and products through the effective integration of project management, problem effective integration of project management, problem solving and statistical tools. solving and statistical tools.

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business DMAIC and the Process Improvement DMAIC and the Process Improvement Roadmap Roadmap 1.0 Define Opportunities 2.0 Measure Performance 3.0 Analyze Opportunity 4.0 Improve Performance 5.0 Control Performance What is important/ or what is the defect? How are we doing? What is wrong? What needs to be done? How do we guarantee performance? Use to improve existing processes

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business What is Six Sigma? What is Six Sigma? Metric Metric Methodology Methodology Catalyst to Catalyst to Drive Change Drive Change Business Business Impact Impact Literal Literal Definition Definition Philosophical Philosophical Definition Definition

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Six Sigma as a Catalyst to Drive Change Six Sigma as a Catalyst to Drive Change Ingredient 1: Ingredient 2: Great Individual Contributors Great Change Agents Black Belt Role Connects our “Best & Brightest” to our “Worst & Ugliest” Forces Intense Focus & Dedication To Fixing The “Vital Few” •The CEO / Presidents Drive it •Highly Visible Metrics •Intense Governance Model •Transparency via Digital Cockpits

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business What is Different ? What is Different ? Status Quo Tools to Drive Objectivity & Data Driven Decisions Subjectivity, Conjecture & The Loudest Voice Vs.

Step By Step Process Improvement “Recipes” Shoot from the Hip, Figure it Out As We Go, High Variation in Results Vs.

Variance Based Metrics No Metrics or Mean Based Metrics Vs. Dedicated, Proactive Process Improvement Resources Part Time Quick Reactionaries Vs. A Leadership Tool: -Common Language -Mobilization Platform -Catalyst To Drive Change -High Pot Development Tool Multiple, Disjointed Initiatives &“Hobby” Projects Vs.

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Add The Experts Add The Experts Master Black belts, Black belts, Master Black belts, Black belts, & Green belts & Green belts

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Digital Six Sigma Digital Six Sigma Certification Mission Certification Mission ƒ ƒ Motorola DSS Motorola DSS MBBs MBBs, , BBs BBs, and , and GBs GBs are the driving change are the driving change agents for instilling a new mindset, skill set, and discipline agents for instilling a new mindset, skill set, and discipline that will dramatically transform Motorola’s business that will dramatically transform Motorola’s business performance.

performance. ƒ ƒ The capability to drive this transformation will be achieved The capability to drive this transformation will be achieved through technical mastery of DSS methodology combined through technical mastery of DSS methodology combined with critical leadership with critical leadership

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners.

© Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Belt Role and Expectations (Process) Belt Role and Expectations (Process) „ „ Strong analytical and project Strong analytical and project management skills management skills „ „ Excellent Excellent INFLUENCE INFLUENCE skills skills „ „ Completely devoted to project Completely devoted to project „ „ Person can be already “certified” Person can be already “certified” or “nominated” or “nominated” „ „ Active in BB role for 2 years Active in BB role for 2 years „ „ Assigned to vital Assigned to vital- -X project X project impacting with expected benefit of impacting with expected benefit of $250K cost savings $250K cost savings „ „ High potential talent High potential talent „ „ Person can be already Person can be already “certified” or “nominated” “certified” or “nominated” „ „ Used when needed on project Used when needed on project „ „ Lead GB project with Lead GB project with expected benefit of $50K or expected benefit of $50K or greater greater „ „ Typically used for data Typically used for data collection/analysis when collection/analysis when assisting a BB/MBB assisting a BB/MBB Dedicated “Full Time” Black Belt “Part Time” Green Belt Covers DMAIC, DMADDD, or DMADV projects whose goal is to improve current product/processes

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Master Black Belt’s Role Master Black Belt’s Role 1. Identify the key business issues 2. Create the sense of urgency to fix them 3. Build a portfolio of projects to attack the root causes 4.

Recruit and train full-time BBs 5. Program manage projects and coach BBs & bosses 6. Assure appropriate use of tools & verify benefits 7. Leverage all of the above to move your business to the right MBBs MBBs are the are the “Chief Improvement Officers” for their organization “Chief Improvement Officers” for their organization

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Powering Performance Excellence Powering Performance Excellence Strategic Panning with Strategic Panning with Digital Six Sigma Digital Six Sigma

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Planning Execution Doing the Right Things Doing the Right Things Right A L I G N O B J E C T I V E S / G O A L S Strategy Strategy Communicate Communicate Reward & Recognition Reward & Recognition Digital Cockpit Digital Cockpit Performance Management Performance Management Vision Vision Scorecards Scorecards Performance Excellence Through Digital Six Sigma Who What How Increase Revenue Reduce Costs Operating Earnings Customer Loyalty Cash Growth Big Ys Customers Creating & Balancing Value for Stakeholders Shareholders Suppliers Employees Communities CGISS February 21, 2002 - Version 3.0 The 2002 Scorecard • Market share B,C,D,E,F,1,2,3,4 CGISS GTDG GMSG SCOG Strategic Objectives Current-Year Initiatives STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Business Processes Business Results FINANCIAL CUSTOMER / MARKET BUSINESS SPECIFIC INNOVATION STRATEGIC PLANNING CUSTOMER & MARKET FOCUS INFORMATION / ANALYSIS HUMAN RESOURCES PROCESS MANAGEMENT LEADERSHIP Vision Build on CGISS’ global strength as a leading integrator of private radio systems to become the trusted integrator of complex communication & information solutions for public sector & business critical enterprise customers • Leadership Supply: turn the Leadership Supply process into a competitive advantage H •Organizational specific • Establish a global safety and security solutions capability B,E,F,1,3,4,5 • Win a majority share of TETRA system awards A,F,1,2,3 • Strengthen and execute on plans to enhance competencies in selling ISD solutions in all regions A,F,1,2,3 • Organizational specific • Organizational specific Shareholder Value Creation through: • Achieve quarterly and annual financial plans for the sector • Sales A,1,2,3,4,5 • Profits A,1,2,3,4,5 • Free cash flow A,1,2,3,4,5 • RONA A,1,2,3,4,5 • Improve customer satisfaction C,1,2,3,4 • Releases A,1,2,3,4,5 • Flawlessly execute manufacturing strategy with no customer or program impact A,2,3,4 • Meet key engineering programs C,1,2,3,4,5 • Improve customer delivered quality C,E,F,2,3,4,5 • Organizational specific • The Big 9 Initiatives A • Improve engineering productivity E,F,2,3,4,5 FINANCIAL A) Average 15%+ annual sales growth, achieve / sustain 14%+ PBT and 30% RONA B) Profitably grow our International % of total sales significantly by ’04 CUSTOMER / MARKET C) Achieve global leadership in Customer loyalty D) Ensure spectrum exists worldwide to meet customer demands & fuel growth BUSINESSES E) Expand offerings in the convergence of the CT / IT solutions space to: - Achieve a major portion of sector revenue from solutions by ’03 - Expand market share worldwide in ICC & mobile applications - Apply public safety solution skills to enterprise markets worldwide F) Differentiate systemofferings in order to maintain 3X relative market share of APCO and TETRA G) Launch one new business each year with a potential of $1B in 5 years H) Institutionalize a high performance culture which optimizes employee contributions I) Maximize Performance Excellence FINANCIAL 1) Win 2x share versus our closest competitor of the major digital opportunities worldwide A,B,C,E,F,H,I CUSTOMER / MARKET 2) Meet our customer and program commitments A,B,C,F,H,I BUSINESSES 3) Radio Systems - Develop and implement profitable growth strategies through expansion of our portfolio & capabilities – developed internally or by acquisition A,B,C,D,F,H,I 4) CT / IT Solutions (ISD) - Execute a winning solutions strategy with a common architecture and successful deployment worldwide A,B,C,E,H,I TECHNOLOGY 5) Drive the advanced technologies required to support our growth strategies in collaboration with Motorola Labs (HSD, Security, WLAN,etc) A,C,D,F,G,H,I ASSESSMENTS • Extend Performance Excellence leadership (all) Final CGISS February 21, 2002 - Version 3.0 The 2002 Scorecard • Market share B,C,D,E,F,1,2,3,4 CGISS GTDG GMSG SCOG Strategic Objectives Current-Year Initiatives STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Business Processes Business Results FINANCIAL CUSTOMER / MARKET BUSINESS SPECIFIC INNOVATION STRATEGIC PLANNING CUSTOMER & MARKET FOCUS INFORMATION / ANALYSIS HUMAN RESOURCES PROCESS MANAGEMENT LEADERSHIP Vision Build on CGISS’ global strength as a leading integrator of private radio systems to become the trusted integrator of complex communication & information solutions for public sector & business critical enterprise customers • Leadership Supply: turn the Leadership Supply process into a competitive advantage H •Organizational specific • Establish a global safety and security solutions capability B,E,F,1,3,4,5 • Win a majority share of TETRA system awards A,F,1,2,3 • Strengthen and execute on plans to enhance competencies in selling ISD solutions in all regions A,F,1,2,3 • Organizational specific • Organizational specific Shareholder Value Creation through: • Achieve quarterly and annual financial plans for the sector • Sales A,1,2,3,4,5 • Profits A,1,2,3,4,5 • Free cash flow A,1,2,3,4,5 • RONA A,1,2,3,4,5 • Improve customer satisfaction C,1,2,3,4 • Releases A,1,2,3,4,5 • Flawlessly execute manufacturing strategy with no customer or program impact A,2,3,4 • Meet key engineering programs C,1,2,3,4,5 • Improve customer delivered quality C,E,F,2,3,4,5 • Organizational specific • The Big 9 Initiatives A • Improve engineering productivity E,F,2,3,4,5 FINANCIAL A) Average 15%+ annual sales growth, achieve / sustain 14%+ PBT and 30% RONA B) Profitably grow our International % of total sales significantly by ’04 CUSTOMER / MARKET C) Achieve global leadership in Customer loyalty D) Ensure spectrumexists worldwide to meet customer demands & fuel growth BUSINESSES E) Expand offerings in the convergence of the CT / IT solutions space to: - Achieve a major portion of sector revenue from solutions by ’03 - Expand market share worldwide in ICC & mobile applications - Apply public safety solution skills to enterprise markets worldwide F) Differentiate system offerings in order to maintain 3X relative market share of APCO and TETRA G) Launch one new business each year with a potential of $1B in 5 years H) Institutionalize a high performance culture which optimizes employee contributions I) Maximize Performance Excellence FINANCIAL 1) Win 2x share versus our closest competitor of the major digital opportunities worldwide A,B,C,E,F,H,I CUSTOMER / MARKET 2) Meet our customer and program commitments A,B,C,F,H,I BUSINESSES 3) Radio Systems - Develop and implement profitable growth strategies through expansion of our portfolio & capabilities – developed internally or by acquisition A,B,C,D,F,H,I 4) CT / IT Solutions (ISD) - Execute a winning solutions strategy with a common architecture and successful deployment worldwide A,B,C,E,H,I TECHNOLOGY 5) Drive the advanced technologies required to support our growth strategies in collaboration with Motorola Labs (HSD, Security, WLAN,etc) A,C,D,F,G,H,I ASSESSMENTS • Extend Performance Excellence leadership (all) Final CGISS February 21, 2002 - Version 3.0 The 2002 Scorecard • Market share B,C,D,E,F,1,2,3,4 CGISS GTDG GMSG SCOG Strategic Objectives Current-Year Initiatives STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Business Processes Business Results FINANCIAL CUSTOMER / MARKET BUSINESS SPECIFIC INNOVATION STRATEGIC PLANNING CUSTOMER & MARKET FOCUS INFORMATION / ANALYSIS HUMAN RESOURCES PROCESS MANAGEMENT LEADERSHIP Vision Build on CGISS’ global strength as a leading integrator of private radio systems to become the trusted integrator of complex communication & information solutions for public sector & business critical enterprise customers • Leadership Supply: turn the Leadership Supply process into a competitive advantage H •Organizational specific • Establish a global safety and security solutions capability B,E,F,1,3,4,5 • Win a majority share of TETRA system awards A,F,1,2,3 • Strengthen and execute on plans to enhance competencies in selling ISD solutions in all regions A,F,1,2,3 • Organizational specific • Organizational specific Shareholder Value Creation through: • Achieve quarterly and annual financial plans for the sector • Sales A,1,2,3,4,5 • Profits A,1,2,3,4,5 • Free cash flow A,1,2,3,4,5 • RONA A,1,2,3,4,5 • Improve customer satisfaction C,1,2,3,4 • Releases A,1,2,3,4,5 • Flawlessly execute manufacturing strategy with no customer or program impact A,2,3,4 • Meet key engineering programs C,1,2,3,4,5 • Improve customer delivered quality C,E,F,2,3,4,5 • Organizational specific • The Big 9 Initiatives A • Improve engineering productivity E,F,2,3,4,5 FINANCIAL A) Average 15%+ annual sales growth, achieve / sustain 14%+ PBT and 30% RONA B) Profitably grow our International % of total sales significantly by ’04 CUSTOMER / MARKET C) Achieve global leadership in Customer loyalty D) Ensure spectrum exists worldwide to meet customer demands & fuel growth BUSINESSES E) Expand offerings in the convergence of the CT / IT solutions space to: - Achieve a major portion of sector revenue from solutions by ’03 - Expand market share worldwide in ICC & mobile applications - Apply public safety solution skills to enterprise markets worldwide F) Differentiate systemofferings in order to maintain 3X relative market share of APCO and TETRA G) Launch one new business each year with a potential of $1B in 5 years H) Institutionalize a high performance culture which optimizes employee contributions I) Maximize Performance Excellence FINANCIAL 1) Win 2x share versus our closest competitor of the major digital opportunities worldwide A,B,C,E,F,H,I CUSTOMER / MARKET 2) Meet our customer and program commitments A,B,C,F,H,I BUSINESSES 3) Radio Systems - Develop and implement profitable growth strategies through expansion of our portfolio & capabilities – developed internally or by acquisition A,B,C,D,F,H,I 4) CT / IT Solutions (ISD) - Execute a winning solutions strategy with a common architecture and successful deployment worldwide A,B,C,E,H,I TECHNOLOGY 5) Drive the advanced technologies required to support our growth strategies in collaboration with Motorola Labs (HSD, Security, WLAN,etc) A,C,D,F,G,H,I ASSESSMENTS • Extend Performance Excellence leadership (all) Final Scorecards Clear Ownership Digital Cockpit Tracking Performance Management Strategic Planning Process MOTOROLA CONFIDENTIAL PROPRIETARY MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other product or service names are the property of their respective owners. © Motorola, Inc. 2001. Page 6 Overall Strategic Planning Process Global Technology Development Group (GTDG) Customer & Market Analysis Macro/Environmental Risk Analysis Competitor Analysis Technology Analysis Other Functional Analysis Supplier/Partner Analysis Supply Chain Operations Group (SCOG) Human Resources, IT Finance, Legal, OBE* Global Marketing & Sales Group (GMSG) incl. Regions,Sector Strategy,Corporate Strategy Evaluate Strategy of Record Refine & Implement Strategy Link Long Range/Annual Plans Communicate & Implement Reassess Strategy of Record Planning Horizon Short Term: 1 Year Long Term: 3 Years •Office of Business Excellence Reviews Regions & Functional Groups (4X / Year) Sector Staff (5-6 X / Year) CEO Office (4X / Year) Enhancement to our response Senior Management TPOV 360-Degree Feedback Case for Change Values Strategic Business Framework Meeting 1 Build the Team Meeting 2 Gain Alignment Organizational Alignment Meeting Interim Meeting SENIOR TEAM ALIGNMENT PROCESS Meeting 3 Prepare for PL Month 1 Month 2 Month 3 Opening/GRPI Finalize Business Framework Revise Project Scoping Documents Select Participants Form Project Teams Reflections LEA Teambuilding Critical Issues Project Selection Reflections Managing Change Building a Business Framework Critical Issues Operationalizing the Values Energy & Edge Interim Assignment TPOV Why We're Here Rules of Engagement Leadership Journeylines 360-Degree Feedback GRPI Teambuilding Case for Change Opening/GRPI Review Feedback from Interim Mtgs Revise: * Case for Change * Business Framework * Values Diagnostic Interviews Senior Leader Coaching Staff Off Sites Key Program / Project Teams 1 Motorola Internal Use Only M V D A D Metrics Big Y / Little y / Vital X Enterprise Schematic DRAFT ONLY from Julia West’s perspective – 1/12/05 Key 2005 Objective Big “Y” Re-usable Software Platform Little “y” Focus Vital “X”s Product Launch Timeliness (M11-M3) Enterprise Operating Earnings Ranked & Funded Portfolio with Deployment Plans Projects (BB, GB or Other) Issue Statement NPI Effectiveness Sales Growth Opportunities with Key Accounts Channel Partner Development •Enterprise Selling Capabilities •Pre Sale & Post Sale Implementation Process •Improve effectiveness of Solution Selling Process •Visibility Management System Concept Development •Enterprise Software Platform Alignment •Use of M-Gates? •Ship Acceptance Process for 3rd Party and non- Enterprise products (e.g.

NetworkCar) •VOC/KJ Project for WAN Asset Management Solutions •Other? •Channel Strategy •?

•VOC Digitization •? •Reduce cost and cycle time to develop software platforms •Reduce cycle time to bring enterprise solutions to target markets/customer segments •Improve cycle time of front-end planning •Reduce cycles of requirements management •Improve/Build relationships with strategic value- chain partners •Improve sales funnel velocity for enterprise cross- business opportunities Migration to Solutions Business Opportunity / ROI Statement Goal Statement for 2005 Program / Project Scope Team Structure Executive Sponsor: Joe Staff Member Champion: Joe Staff member’s staff member Measure Owner (Leader/PM): Measure Assistant: Team Members Business Case (Program / Project Name) Charter / Profile Program / Project Milestones for 2005 Reporting Frequency: Monthly, Work Day +4 Close of Business Milestone End__ xxxxxxxxxxxxx Q1-05 xxxxxxxxxxxxx Q2-05 xxxxxxxxxxxxx Q3-05 xxxxxxxxxxxxx Q4-05 Version 2.0

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business GOVERNMENT: RADIO SYSTEMS/PRODUCTS BROADBAND / DATA SOLUTIONS ENTERPRISE: MOBILITY SOLUTIONS AUTOMOTIVE OPERATIONAL EXCELLENCE •Achieve our quarterly & annual financial plans for orders, sales, operating earnings and operating cash flow ALL •Improve our market Indicators •Improve our Indicators for customer delight •Improve our operational excellence Indicators •Improve our innovation & new product introduction (NPI) Indicators N&E Strategic Objectives Current-Year Initiatives STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Business Processes Business Results Be the trusted integrator and leading provider of innovative communication and information solutions for the public sector and business critical enterprise customers.

Performance Excellence Scorecard Performance Excellence Scorecard CUSTOMERS & SHAREHOLDERS GROWTH OPERATIONAL EXCELLENCE EMPLOYEES MOTOROLA INCENTIVE PROGRAM Vision STRATEGIC PLANNING CUSTOMER & MARKET FOCUS MEASUREMENT, ANALYSIS & KNOWLEDGE MANAGEMENT HUMAN RESOURCES PROCESS MANAGEMENT LEADERSHIP • • • • • • Motorola Confidential Proprietary HR ENG SC TAG INTL ASIA EMS FIN IT LAW GPM Current Year Initiatives to support Direction (by Business) 3 to 5 Year Strategic Vision and Direction Performance measures tied to Current Year Initiatives Business Process Improvements that drive Execution of Strategic Direction

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business GEMS TAG PQC, S&C RSD RPSD S&L Canada Federal Marketing Re-banding Customer Initiatives STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Business Results Process Renewal LEADERSHIP in QUALITY CUSTOMER & MARKET FOCUS to be #1 HUMAN RESOURCES MOTOROLA INCENTIVE PROGRAM (MIP) 2006 North Americas Group Quality Performance Excellence Scorecard Quality First /Quality Fast – Delight our Customer’s by delivering the highest level of solution’s quality; service, system, product & software solutions.

Be our customers’ advocate, demonstrating vigilance to anticipate, contain & quickly resolve satisfaction impacting issues. Develop an end-to-end flawless quality system to ensure the highest level of performance within each business. And create a TAG quality driven culture. Vision Operating Earnings Operating Cash Revenue Growth Customer Satisfaction – 5% • Customer Perception Survey • Customer Scorecards Reliability & Customer Commitment – 10% • NPI Flawless Launch • Technical Issue Cycle Time Cost of Poor Quality - 5% • Traditional • Warranty MEASUREMENT & ANALYSIS • Standardize & automate metrics to drive efficiency • Migrate to variance based metrics • 3-Up Format for quality reporting PROCESS MANAGEMENT • Commitment to Quality Vital Signs & to add next level NAG Leaders to program • TAG Leaders complete Yellow Badge (30) • Quality review effectiveness to max efficiency • NPI Flawless Launch of NAG key products & systems • Fully deploy Customer Executive Scorecard process – 19 NAG Customers • Continue to improve customer issue (E-E) resolution process & cycle time • Develop a Customer Containment Process • Improve NAG Employee Quality Perception ratings • Exceed/maintain BB leadership talent within NAG • Achieve an improvement goal & one quality training class per each NAG assoc.

• Launch NAG Quality Award • Regular Quality Communication to all NAG Assoc. • Enhance the skill level of NAG Quality assoc. through training & projects • Establish a NAG Business DSS Governance process to ensure successfully executed DSS projects • Standard NAG Warranty Improvement process • Develop a NAG standard SRN process • Establish Project Readiness Review Governance for Field • Product/System Readiness Review for Business • Standardize NAG Survey process (Msmnt, Actions, Database • Achieve our quarterly & annual financial plans for orders, sales, OE & operating cash flow • Improve our market indicators Customer & quality indicators - Customer satisfaction Top 2Box - Customer Scorecard Metric - Customer issue resolution E-E - Schedule performance- CRAD, OnTime Delivery - Traditional COPQ %NSAD - Flawless new product introduction (NPI) indicators - Quality Competency - Quality Leadership QVS - Employee Quality Perception - DSS Project/Attribute Results - Customer Sat.

Attribute Imp. Business Excellence Initiatives Strategic Objectives ACHIEVE/SUSTAIN Operating Earnings 1) Aggressively drive Technical Issue Cycle Time Improvement 2) Place special focus on improving Total Cost of Poor Quality 3) Execute on rebanding quality system GROWTH 1) Address competitive threats in RPSD & RSD radios & systems by attaining certifications in quality management system (ISO/Baldridge).

2) Grow Services Business by excelling in Services quality. 3) Execute for the customer & maximize knowledge on BroadBand reference accounts. 4) Develop & implement VAR channel quality system strategies for data. 5) Get real traction in Public Safety Customers. EMPLOYEES & LEADERSHIP 1) Raise the level of North Americas quality associates. 2) Grow strong voices for our customers with improved customer ownership. OPERATIONAL EXCELLENCE 1) Lead, Model & elevate “Quality First” behaviors. 2) Improve productivity by automating metrics, reports in North America. 3) Drive break-through innovation in quality, process & business improvement projects.

Customers & Shareholders • Delight Customers & achieve growth • Achieve/Sustain Operating Earnings • Grow & Improve our Core Govt. Radio systems & products businesses • Drive continuous improvement in customer loyalty, costs, cycle time, innovation & customer delivered performance Employees • Create a high performance culture which is engaged, energized, decisive & externally focused Operational Excellence • Excel at Innovation • Design, deliver & support solutions & products of the highest value.

Delight Customers/Customer Sat 1) Drive Executive Scorecard Process with 19 Key Customers to build & sustain relationships. 2) Improve our NPI Launch of new products & systems to our customers. 3) Standardize processes & best practices across the regions to give one face to the customer. 4) Improve overall Customer Satisfaction in 4 key attribute areas: a. Programming S/W Quality b. Product S/W Quality c. Data HW Quality d. Service/Repair 5) Improve how we develop & maintain customer relationships Version 5 Modified 2/10/06 Motorola Confidential Proprietary

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business GEMS TAG PQC, S&C RSD RPSD S&L Canada Federal Marketing Re-banding Customer Initiatives STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Business Results Process Renewal LEADERSHIP in QUALITY CUSTOMER & MARKET FOCUS to be #1 HUMAN RESOURCES MOTOROLA INCENTIVE PROGRAM (MIP) 2006 North Americas Group Quality Performance Excellence Scorecard Quality First /Quality Fast – Delight our Customer’s by delivering the highest level of solution’s quality; service, system, product & software solutions.

Be our customers’ advocate, demonstrating vigilance to anticipate, contain & quickly resolve satisfaction impacting issues. Develop an end-to-end flawless quality system to ensure the highest level of performance within each business. And create a TAG quality driven culture. Vision Operating Earnings Operating Cash Revenue Growth Customer Satisfaction – 5% • Customer Perception Survey • Customer Scorecards Reliability & Customer Commitment – 10% • NPI Flawless Launch • Technical Issue Cycle Time Cost of Poor Quality - 5% • Traditional • Warranty MEASUREMENT & ANALYSIS • Standardize & automate metrics to drive efficiency • Migrate to variance based metrics • 3-Up Format for quality reporting PROCESS MANAGEMENT • Commitment to Quality Vital Signs & to add next level NAG Leaders to program • TAG Leaders complete Yellow Badge (30) • Quality review effectiveness to max efficiency • NPI Flawless Launch of NAG key products & systems • Fully deploy Customer Executive Scorecard process – 19 NAG Customers • Continue to improve customer issue (E-E) resolution process & cycle time • Develop a Customer Containment Process • Improve NAG Employee Quality Perception ratings • Exceed/maintain BB leadership talent within NAG • Achieve an improvement goal & one quality training class per each NAG assoc.

• Launch NAG Quality Award • Regular Quality Communication to all NAG Assoc. • Enhance the skill level of NAG Quality assoc. through training & projects • Establish a NAG Business DSS Governance process to ensure successfully executed DSS projects • Standard NAG Warranty Improvement process • Develop a NAG standard SRN process • Establish Project Readiness Review Governance for Field • Product/System Readiness Review for Business • Standardize NAG Survey process (Msmnt, Actions, Database • Achieve our quarterly & annual financial plans for orders, sales, OE & operating cash flow • Improve our market indicators Customer & quality indicators - Customer satisfaction Top 2Box - Customer Scorecard Metric - Customer issue resolution E-E - Schedule performance- CRAD, OnTime Delivery - Traditional COPQ %NSAD - Flawless new product introduction (NPI) indicators - Quality Competency - Quality Leadership QVS - Employee Quality Perception - DSS Project/Attribute Results - Customer Sat.

Attribute Imp. Business Excellence Initiatives Strategic Objectives ACHIEVE/SUSTAIN Operating Earnings 1) Aggressively drive Technical Issue Cycle Time Improvement 2) Place special focus on improving Total Cost of Poor Quality 3) Execute on rebanding quality system GROWTH 1) Address competitive threats in RPSD & RSD radios & systems by attaining certifications in quality management system (ISO/Baldridge).

2) Grow Services Business by excelling in Services quality. 3) Execute for the customer & maximize knowledge on BroadBand reference accounts. 4) Develop & implement VAR channel quality system strategies for data. 5) Get real traction in Public Safety Customers. EMPLOYEES & LEADERSHIP 1) Raise the level of North Americas quality associates. 2) Grow strong voices for our customers with improved customer ownership. 3) Drive break-through innovation in quality, process & business improvement projects. Customers & Shareholders • Delight Customers & achieve growth • Achieve/Sustain Operating Earnings • Grow & Improve our Core Govt.

Radio systems & products businesses • Drive continuous improvement in customer loyalty, costs, cycle time, innovation & customer delivered performance Employees • Create a high performance culture which is engaged, energized, decisive & externally focused Operational Excellence • Excel at Innovation • Design, deliver & support solutions & products of the highest value.

Delight Customers/Customer Sat 1) Drive Executive Scorecard Process with 19 Key Customers to build & sustain relationships. 2) Improve our NPI Launch of new products & systems to our customers. 3) Standardize processes & best practices across the regions to give one face to the customer. 4) Improve overall Customer Satisfaction in 4 key attribute areas: a. Programming S/W Quality b. Product S/W Quality c. Data HW Quality d. Service/Repair 5) Improve how we develop & maintain customer relationships Version 5 Modified 2/10/06 Motorola Confidential Proprietary

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Project Schematic for COPQ Project Schematic for COPQ Key Key Drivers Drivers Six Sigma Six Sigma Projects Projects Metric Metric 1) Start with the Goal (The Big Y) 2) Quantify the Input (The Little “y”s) 3) Drill Down to Find the Vital Xs 4) Scope projects for 6 month completion „ SEI „ Auto-coding „ Requirements Management „ CPFR „ Hubbing „ Postponement „ Component Selection „ Supplier Terms „ Platforming „ Test Protocol „ Requirements Setting COPQ COPQ Forecast Errors Forecast Errors End Of Life Issues End Of Life Issues Hardware Defects Hardware Defects Software Defects Software Defects Excess & Obsolete Excess & Obsolete Scrap / Yields Scrap / Yields Warranty Costs Warranty Costs 15% 50% 35%

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Project Charter Project Charter Opportunity / ROI Statement Goal Statements for 2006 Program / Project Scope Team Structure Team Members Business Case Program / Project Milestonesfor 2006

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business How we Govern How we Govern GUIDELINES: GUIDELINES: „ „ Weekly Project reviews held between full time BB & Weekly Project reviews held between full time BB & GB and MBB Coaching, Direction setting, GB and MBB Coaching, Direction setting, acceleration review acceleration review COMPULSARIES: COMPULSARIES: „ „ DSS project reviews on all Quality and OPS review DSS project reviews on all Quality and OPS review agendas agendas „ „ Bi Bi- -Monthly MBB and Business SLT review Monthly MBB and Business SLT review

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Vital Project Vital Project Mobilization Mobilization Through Performance Excellence Yearly Strategic Scorecard Planning Establish the Current Year Initiatives 2/12/04 DRAFT ACES Strategic Objectives 2004 Initiatives STRATEGIC DIRECTION ACES VISION 2004 PERFORMANCE EXCELLENCE SCORECARD: ACES Make vehicles smarter, safer, simpler, synchronized and more fun PERFORMANCE MEASUREMENT 2004 Business Processes 2004 Business Results Zenios OBJECTIVES (1-5yrs) a.Deliver 2004 financials b.Achieve $_B of wins by 2007 via: 1.Winning People: - Staff to win globally - Build and retain talent 2.Winning Financials: - Sales and profit growth - Positive cash flow; self-funding business model 3.Winning with customers: Sub-10ppm quality & 99% on- time delivery 4.Winning Innovations: Demonstrated automotive electronics leadership 5.Winning Strategies: - Balanced profitable portfolio by business and region - Regional growth 3.

WINNING WITH CUSTOMERS • Drive higher quality and delivery levels • Improve win percentage with customers • Increase link between market requirements and product design • Increase market activity for improved recognition as automotive electronics leader • Implement early design review process • Improve process to react to and manage customer scorecard issues • Improved field support and FSR coverage • Drive new product launch process to no launch overrides • Maintain TS 16949-2002 certification 1. WINNING PEOPLE ƒ Develop our talent ƒ Cultivate our global effectiveness ƒ Engage our people ƒ Build our organizational capabilities 5.

WINNING STRATEGIES • Institutionalize ACES M&A process • Support worldwide manufacturing strategy • Support global growth with emphasis on China, Japan and EMEA • Develop infotainment growth strategy • Develop aftermarket expansion strategy • Develop governance model 4. WINNING INNOVATIONS • Increase platform-based products in development • Drive cross-business platform opportunities • Establish leadership in architected, aware and networked vehicle 2. WINNING FINANCIALS • Drive material cost and content reduction • Drive Gen6 cost reduction & business model • Cash management & asset utilization focus • Develop A/R financing strategy with MCC • Define key processes and metrics needed by business and automate (including FTT implementation and adoption) • Ensure compliance with SOX 2.

WINNING FINANCIALS • Sales: 15% growth • Op Profit: >30% Growth • Lower Matl/Mfg Cost • Engr

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Governance Governance ACCELERATION MBB Coaching / Mentoring of BB / GB Working Team FEB MAR ….. . APR . .

Business Case: Motorola ACES Customer satisfaction and loyalty ratings have eroded to levels that will impede our ability to achieve future financial growth targets.

2002 Customer Survey results revealed a 43% degradation in “Top Box” customer satisfaction performance. Pricing received the lowest score (4.32) in the survey and in Q 1 and Q2 of 2003 it was the number one reason for loss quotes. G oal Statem ent: Im prove current win-loss ratio from14% baseline Reduce sales dollars loss due to pricing by 20% , approxim ately $10 - 20M annually Project Plan: Task/Phase Start End Solidify Team and Charter 9/12/03 9/29 Conduct a win/loss analysis 9/29 10/13 Collect industry benchmark data 9/29 10/13 Analyze pricing strategy and approach 10/13 11/14 Develop price modeling solution 11/14 1/15/04 Pilot with product line or few customers 1/15/04 3/15/04 Team Charter: Im proving W in / Loss Ratio via Pricing Strategies Opportunity Statem ent: In the 1st half of 2003 Motorola ACES: • loss 21 quotes equating to approximately $1.5 B lifetime.

• loss quotes due to pricing totaled $320 M. • Top 3 businesses for loss quotes were Americas Telem atics, Com mercial and PED Optim ize the pricing strategies to improve win-loss ratio, increase revenue growth and at least maintain margins.

Project Scope: Start:: win/loss analysis for last 2-4 quarters Evaluate pricing strategies to identify the true variables and com plexities contributing to loss quotes End: Optim ize the pricing strategies in order to better meet customers’ target price, start up prices in comparison to the competition, and manage price over a product’s life cycle Team Structure: Sponsor Jacqui Dedo Member Chris Lynch (Finance) Champion Jacqui Dedo Member Brian Mills (Finance) Black Belt Augustin J. Mason(Quality) Member Hugh Martin (Sales Ops) Member Kevin Hodgins (Tier 1) Member Greg Goestenkors ( Member Carl Kona (GM) Member Daphne Cook (Mfg) Member Tony Mascolo (Ford) Member Bob Sonnicksen (Sourcing) MDH 12/15/03 Motorola Document Classification, File Name, Rev Number MOTOROLA and theStylized M Logo are registered inthe US Patent & Trademark Office.

All other product or service names are the property of their respective owners. © Motorola, Inc. 2001.

Motorola, Inc. • Project Sponsor: • Project Champion: • MBB: • Team Members: BB - , • Project Description & Scope: • Goal Statement(s): Project Milestones Date YTD Actual Annual Forecast D M A I C Achieving YTD stretch/benchmark goal and / or on track to achieve stretch/benchmark plan Achieving YTD Plan and/or on track to achieve or better the annual plan NOT achieving YTD plan but it is still possible to achieve the annual plan NOT achieving YTD plan and the annual plan is unlikely = = = = Achieving YTD stretch/benchmark goal and / or on track to achieve stretch/benchmark plan Achieving YTD Plan and/or on track to achieve or better the annual plan NOT achieving YTD plan but it is still possible to achieve the annual plan NOT achieving YTD plan and the annual plan is unlikely = = = = Achieving YTD stretch/benchmark goal and / or on track to achieve stretch/benchmark plan Achieving YTD Plan and/or on track to achieve or better the annual plan NOT achieving YTD plan but it is still possible to achieve the annual plan NOT achieving YTD plan and the annual plan is unlikely = = = = Project Status Update: • • Project Risk Assessment / Obstacles / Actions to Overcome: • • • Key Project Tasks Owners Dates (“Qualitative” DMAIC Project Name) Date , 2003 2/12/04 DRAFT ACES Strategic Objectives 2004 Initiatives STRATEGIC DIRECTION ACES VISION 2004 PERFORMANCE EXCELLENCE SCORECARD: ACES Make vehicles smarter, safer, simpler, synchronized and more fun PERFORMANCE MEASUREMENT 2004 Business Processes 2004 Business Results Zenios OBJECTIVES (1-5yrs) a.Deliver 2004 financials b.Achieve $_B of wins by 2007 via: 1.Winning People: - Staff to win globally - Build and retain talent 2.Winning Financials: - Sales and profit growth - Positive cash flow; self-funding business model 3.Winning with customers: Sub-10ppm quality & 99% on- time delivery 4.Winning Innovations: Demonstrated automotive electronics leadership 5.Winning Strategies: - Balanced profitable portfolio by business and region - Regional growth 3.

WINNING WITH CUSTOMERS • Drive higher quality and delivery levels • Improve win percentage with customers • Increase link between market requirements and product design • Increase market activity for improved recognition as automotive electronics leader • Implement early design review process • Improve process to react to and manage customer scorecard issues • Improved field support and FSR coverage • Drive new product launch process to no launch overrides • Maintain TS 16949-2002 certification 1. WINNING PEOPLE ƒ Develop our talent ƒ Cultivate our global effectiveness ƒ Engage our people ƒ Build our organizational capabilities 5.

WINNING STRATEGIES • Institutionalize ACES M&A process • Support worldwide manufacturing strategy • Support global growth with emphasis on China, Japan and EMEA • Develop infotainment growth strategy • Develop aftermarket expansion strategy • Develop governance model 4. WINNING INNOVATIONS • Increase platform-based products in development • Drive cross-business platform opportunities • Establish leadership in architected, aware and networked vehicle 2. WINNING FINANCIALS • Drive material cost and content reduction • Drive Gen6 cost reduction & business model • Cash management & asset utilization focus • Develop A/R financing strategy with MCC • Define key processes and metrics needed by business and automate (including FTT implementation and adoption) • Ensure compliance with SOX 2.

WINNING FINANCIALS • Sales: 15% growth • Op Profit: >30% Growth • Lower Matl/Mfg Cost • Engr

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Example Example of of IAFC Business Specific IAFC Business Specific Big “Y” & Vital Xs Big “Y” & Vital Xs

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office.

All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Strategic Objectives Current-Year Initiatives STRATEGIC DIRECTION PERFORMANCE MEASUREMENT Business Processes Business Results To provide leadership to career & volunteer chiefs, chief fire officers & managers of emergency service organizations throughout the international community through vision, information, education, services & representation to enhance their professionalism & capabilities.

Performance Excellence Scorecard E) Improving Firefighter safety through programs that drive safe and healthy behaviors while coordinating with organizations and governments to adopt codes, safety standards and good practices MOTOROLA INCENTIVE PROGRAM Vision/Mission STRATEGIC PLANNING CUSTOMER & MARKET FOCUS MEASUREMENT, ANALYSIS & KNOWLEDGE MANAGEMENT HUMAN RESOURCES PROCESS MANAGEMENT LEADERSHIP E) Improving Firefighter safety through programs that drive safe and healthy behaviors while coordinating with organizations and governments to adopt codes, safety standards and good practices

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Fire Service – IAFC Mission To provide leadership to career and volunteer chiefs, chief fire officers and managers of emergency service organizations throughout the international community through vision, information, education, services and representation to enhance their professionalism and capabilities.

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Fire Service Strategy Development Fire Service Strategy Development Strategic Goals Strategic Goals - - BIG “ BIG “Y”s Y”s Leadership Leadership Education Education Organizational Growth Organizational Growth Innovation Innovation Revenue Revenue

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Fire Service Critical Elements Big Y’s International Association of Fire Chiefs International Association of Fire Chiefs Education Education Leadership Leadership Organizational Growth Organizational Growth Revenue Revenue Innovation Innovation

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Key Key Drivers Drivers Projects/ Projects/ Actions Actions Metric Metric 1) Start with the Goal (The Big Y) 2) Quantify the Input (The Little “y”s) 3) Drill Down to Find the Vital Xs 4) Scope projects for 6 month completion „ Implement Electronic Mailing „ Membership Advertising Revenue Revenue Target Growth Target Growth Sponsorship Sponsorship Donations Donations IAFC Membership IAFC Membership Schematic for Revenue

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Key Key Drivers Drivers Projects/ Projects/ Actions Actions Metric Metric 1) Start with the Goal (The Big Y) 2) Quantify the Input (The Little “y”s) 3) Drill Down to Find the Vital Xs 4) Scope projects for 6 month completion „ Implement Electronic Training „ Membership Rewards/training hours Education Education Target Improvement Target Improvement Regional Educational Events Regional Educational Events On-Line Learning On-Line Learning JIT Training JIT Training Schematic for Education 45%

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Fire Fighter Safety IAFC Top priorities as a Big Y IAFC Goals/Initiatives as Vital X Programs that keep firefighters healthy Dec 2005 Safety Results Impacted Encourage govt’s.

& code developing groups for standardization Dec 2005 Safety Results Minimize the number of firefighter injuries & fatalities IAFC Schematic to show YX alignment IAFC Schematic to show YX alignment ƒPromote wellness programs ƒProhibit involvement based on age Firefighter & Life Safety Initiatives Programs that keep firefighters safe ƒProhibit the use of unauthorized vehicles for emergency response ƒPromote and regulate sleep ƒResearch & develop behavior models ƒCreate a reporting method to share data & lessons learned ƒ Educate fire chiefs in the code adoption process ƒDevelop position statements on code related issues 30% 40% 20% 10%

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Convincing Your Team to Adopt Convincing Your Team to Adopt Six Six Sigma Methods & Tools Sigma Methods & Tools Step-by-Step Improvement Approaches Statistical Tools Improvement Innovation Optimization + „ Six Sigma has many different recipes „ Six Sigma can be effective in any function „ Show the Top Tools List „ Highlight the LACK of Statistics „ Use the cooking/ recipe analogy „ Following a recipe increases the chance of making a great meal.

„ Same holds true with problem solving

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business Motorola’s Motorola’s Malcolm Malcolm Baldrige Baldrige Criteria Criteria Performance Excellence Business Performance Excellence Business Framework Framework Powered by Digital Six Sigma with MBB, Powered by Digital Six Sigma with MBB, BB and GB BB and GB for ASSURED for ASSURED Business RESULTS Business RESULTS

MOTOROLA and the Stylized M Logo are registered in the US Patent MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other & Trademark Office. All other product or service names are the property of their respective ow product or service names are the property of their respective owners. © Motorola, Inc. 2002. ners. © Motorola, Inc. 2002. Networks & Enterprise Business Networks & Enterprise Business The Bottom Line… The Bottom Line… It’s all about Delivering Results! Achieving sustainable business improvement Achieving sustainable business improvement requires integrated team efforts linked to requires integrated team efforts linked to business priorities.

business priorities.

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