There was a time when Motorola used to lose ground in every market that it served. Customer dissatisfaction and frustration with Motorola were epidemic. Operating costs were too high, which led to dismal profits. In all cases, the lost market share was being taken over by Japanese competitors.

Motorola's systems for doing business were not designed for customer satisfaction. Response times were long, and responses usually were not designed to satisfy the customer. The quality and reliability of Motorola's products were also not what they should have been. Customers were receiving too many out-of-box failures. The internal bureaucracy fed on itself, with little regard for serving the customers.

Fortunately, the same Japanese that were destroying Motorola in the marketplace provided a benchmark for how things could be done better. A group of senior managers and executives were sent on a benchmarking tour of Japan to study operating methods and product quality levels. They discovered that Japan had a national program for employee involvement and teaming, focused on improving operations to better serve the custome

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关键词：业务流程重组,流程
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