Quality History – Fuji Xerox's Experience
Following its establishment in 1962, Fuji Xerox experienced a period of phenomenal growth. Like Xerox, it had a head start in the emerging copier industry with very little competition. In 1975, the bubble burst. Japan's economy was jolted by the worldwide oil crisis. Competition became a harsh fact of life, and Fuji Xerox lacked adequate new products with which to respond.
Virtually overnight, Fuji Xerox went from the comfort of success to the shocking reality of a competitive marketplace. Sales performance began to slip. Something bold had to be done since the very survival of the company was threatened. In May 1976, Fuji Xerox launched a total quality process under the name "New Xerox Movement". Its short-term objectives were to develop new products to satisfy market requirements, to strengthen the marketing organisation, to bring costs under control throughout the company, and to introduce new basic technologies.
The New Xerox Movement was charged with four basic responsibilities:
- Harnessing the power of each employee and each department through clear management objectives;
- Establishing and communicating companywide philosophy rooted in an absolute dedication to continuous quality improvement;
- Promoting the use of scientific and statistical tools and techniques; and
- Seeking the coveted Deming Prize - Japan's prestigious award for a companywide total quality process.
The organisation responded with enthusiasm and commitment. Quality circles flourished. The use of statistical tools became the norm. Teamwork was fostered and rewarded. The entire Fuji Xerox family of operating companies, subsidiaries, and suppliers was brought into the New Xerox Movement. A participative management style was nurtured. An absolute dedication to quality improvement and cost reduction became an accepted way of life.
