1. Ashish Porwal
2/12/2014 8:24 AM

2. 
Xerox Corporation is the world's largest document-management company,
providing the industry's broadest range of color and black-and-white
printers, multifunction systems, copiers, digital production printing presses,
and related consulting services and supplies.

Xerox shifted its business model in the 1970s and 1980s as patent expiry
removed exclusivity from their copier technology, and diversification plans
largely did not succeed. Many technologies developed largely by PARC
were ignored by Xerox and made their way into other companies'
products—for instance, Ethernet, the WIMP interface, and personal
computers.

Xerox did successfully invent laser printing, which became a multibilliondollar business for the company that continues today.
2/12/2014 8:24 AM

3. The company's manufacturing costs were far in excess of those
of their Japanese photocopier competitors, its design and
manufacturing quality became questionable, and its internal
culture had become problematic
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4. 
Originally named Haloid and beginning as a manufacturer of
photographic paper and equipment

The company expanded substantially throughout the 1960s

Many technologies developed largely by PARC were ignored
by Xerox

Text support – a multilingual technology that became the
foundation of text on the Internet
World’s first multi-beam laser is created

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5. 
In 1972, Xerox suffered losses due to the expansion of Japan’s region on
the global market.

Japan entered the market with a cheaper product

This change forced Xerox to look into how they were functioning as a
company

A lightweight, portable document reader including a display, computer
processor, battery and network connections.

The blue laser was developed which improved resolution in digital printing

The world’s first high resolution active matrix liquid crystal display
(AMLCD) monitor
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6. 
The company was through Xerox's Leadership Through Quality initiative
which resulted in improvement in quality design and realignment of its
product line.

Xerox worked to turn its product into a service, providing a complete
"document service" to companies including supply, maintenance,
configuration, and user support.

ContentGuard, a Xerox and Microsoft joint venture is acquired by
Microsoft, Time Warner and Thomson

GroupFire, a PARC breakout company, develops personalized and
simplified Internet searches. Google will later acquire this technology.
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7. 

Electronic re-usable paper
The first plastic semiconductor transistor

PARC spin-out ―Placeware‖ is acquired by Microsoft
―Microsoft Live Meeting‖

Network security and device inoperability breakthroughs lay the
foundations for the future of wireless networks

Today’s Xerox follows Open Innovation Paradigm
They use Spin-Off companies
Built a innovation group to gain turnover from its innovations


to become
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8. XIG divides its functions into three areas:
Research and technology
 Intellectual property management
 Licensing, and business unit operations


XIG business units and spin-off companies generate revenue
by providing software, services and new devices to their
customers.
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9.  Palo Alto Research Center Incorporated
 Gyricon Media (later renamed Gyricon LLC)
 ContentGuard
 GroupFire
 Uppercase Inc.
 Inxight Software, Inc., is spun out
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10. 
PARC: On January 4, 2002, the Xerox Palo Alto Research Center becomes
Palo Alto Research Center Incorporated. As an independent company,
PARC is poised to deliver research and innovation to industry leaders in
many fields.

Gyricon LLC: In year 2000 it is spun out to commercialize PARC's
"electronic reusable paper," a document display technology that is thin,
flexible and portable like paper.
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11. 
ContentGuard: It is a joint venture between Xerox and Microsoft is spunout to develop and license software for digital rights management.
ContentGuard solutions offer content owners more control and flexibility
over the distribution of their content.

GroupFire: It is spun out to commercialize almost 70 PARC intellectual
property claims covering information retrieval and data mining, natural
language semantic analysis, and artificial intelligence. GroupFire enables
personalized and simplified Internet searches by managing bookmarks and
allowing access to them from any computer that is connected to the
Internet.
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12. 
Uppercase, Inc: In year 1998 it spun-out to commercialize a result of
ubiquitous computing research: a lightweight, portable document reader
(PDR) which includes a display, computer processor, battery and network
connections for document access and viewing. Microsoft will acquire the
company in the future.

Inxight Software, Inc: In year 1996 it spun out. Insight provides
information visualization and knowledge extraction software to help users
access and make sense of large amounts of information on the Internet.
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13.  Diversity
 Trademark
Issues
 Top Competitors
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14. 
Xerox received a 100% rating on the first Corporate Equality Index
released by the Human Rights Campaign in 2002.

It was named to the top 10 of Diversity Inc magazine's list of "Top 50
Companies for Diversity" for 2005.

The company was on Fortune magazine's list of "50 Best Companies for
Minorities" for seven out of seven years.
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15. 
The success of the Xerox brand has led to the terms "a xerox", "xerox it",
"to xerox", "xeroxed", and "xeroxing" being used synonymously for the
product/act of photocopying.

Company does not condone such uses of its trademark, and is particularly
oncerned about the ongoing use of Xerox as a verb as this places the
trademark in danger of being declared a generic word by the courts.
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16.  Canon
 Hewlett-Packard
 Ricoh
 EPSON
 Sumsung
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17. Maturity
Growth
Maturity
Growth
Growth
Birth
Birth
Birth
Xerography
1949-1960
Birth
Laser Printing, Faxing,Ethernet
Color Copying/ Printing,
Production Publishing,
Digital technologies
1960- 1990
1990-2000
Knowledge- intensive
Solutions & Services
2002 and beyond
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18. XEROX STRATEGY TO WIN
Execute on growth
initiatives
Capitalize on market opportunities
Expand
distribution
Leverage distribution investment
Secure future Technology
leadership
Optimize productivity
& infrastructure.
Build on Xerox heritage of
innovation
Drive cost reductions & margin
Improvement
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19. Innovation in the Xerox world goes beyond traditional multi-disciplinary
approaches, bringing researchers and customers together in unique ways to
solve real-world problems.
Some of the frontier areas like

Reinventing technology and systems

Researchers have been continually working towards maximizing our
products technology capabilities whilst reducing their footprint – both
physically and environmentally.

With more and more subsystems under computer control, engineers are
developing ways to enhance diagnostic and prognostic capabilities as well
as adding new service capabilities.
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20. Rethinking how people work
 Work, whether physical or mental, is task oriented and involves people,
processes and equipment. Technology has been an enabler for simplifying
work and increasing the capacity to do work.

Xerox researchers are addressing many of the challenges of how people
work today. For example, understanding how to manage information
overload and automating repetitive tasks.

Redefining the document
Xerox researchers are expanding the boundaries of today’s documents in
many directions.


For example, imaging scientists are applying their expertise to invent ways
of embedding information within paper-based documents.
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21. Xerox Corporation manages its development process using a process they call
Product Delivery Process (PDP).

The Product Delivery Process is the collection of events, decisions and
deliverables required to develop and deliver new Xerox products to a
worldwide market.

The primary customers for the process are the Product Delivery Teams, to
enable them to deliver products.

The PDP looks at those relationships throughout a product program
lifecycle and identifies what it takes to successfully meet these
requirements.
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22. There are three key components to the PDP
Management
Decision
Process
Process
Elements
Effective
Product Design
and
Development
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23. Management Decision Process (MDP)
 The Management Decision Process provides the guidance for the
management and the control of Design and Manufacturing product
programs through all phases of the product life cycle.
 MDP helps Product delivery teams understand the requirements of each
phase of the program (where they need to go and by when), and at the same
time it provides management with the information it needs to make
decisions to release funds and resources.
There are seven phases of the Management Decision Process and these are;
 Pre-Concept
 Concept
 Design
 Development
 Production
 Launch
 Maintenance
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24. Process Elements and Phase Deliverables
 Process elements help the Product Development Teams to understand what
they need to do to get where they need to go.
 They are the detailed descriptions of what needs to be done on a program
from Pre-Concept to Maintenance on one particular area of specialization.
Every element defines steps, inputs and process outputs required to meet
the Phase deliverables.
Process Enablers
 Process Enablers facilitate and aid use of the process.
 The process enablers for PDP include documentation, organization
effectiveness and network of computer systems. The documentation
provides information to many users at many levels of detail.
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25. Effective Product Design and Development
 Effective product design and development is essential if companies are
going to compete successfully with their industry rivals.

Xerox know that the PDP alone will not deliver them world class products
but it is dependent on linking it with other Xerox groups, and
organization's, defining deliverables, requirements and timing.

But Xerox is committed to using Product Development Processes to help
them achieve their goals of delivering world-class products to the
worldwide market.
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26. Lean Six Sigma Combining two powerful approaches
Lean SPEED Enables
Six Sigma Quality
(faster cycles of experimentation/learning)
Lean
Speed + Low Cost
Six Sigma QUALITY
Enables Lean Speed
(fewer defects means less time spent on rework)
Six Sigma
Culture + Quality
Goal: Reduce waste and increase
process speed
Goal: Improve performance on
customer CTQs (Critical To Quality)
Focus: Identify non-value add steps
and causes of delay
Focus: Use DMAIC process with
various tools to eliminate variation
Method: Value
Kaizen events
Method: Management engagement,
1% - 3% dedicated as Deployment
Champions and Black Belts
Stream
Tools,
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27. Successful Lean Six Sigma Deployment Requires
Company-Wide Involvement
Centralized
Coordination
& Training
•
•
•
•
Operations
Leadership
• Owns vision, direction,
integration, business results
• Leads change
Deployment
Managers
Project
Sponsors
Project owner
Implements solutions
Owns financial results
Part time as part of job
All Employees
Green Belts
• Participate on Black Belt
teams and/or lead projects
• Part time on projects
• Basic understanding
• Minimum Yellow Belt
• Apply concepts to their
job and work area
Project Team
Members
• Provide project-specific
support
• Can be yellow or green belt
• Part time on projects
Black Belts
• Leads business unit
performance
improvement
• Prioritizes projects
• Full time position
Master
Black Belts
• Trains Black Belts / Green Belts
• Coaches Black Belts / Green
Belts
• Leads Lean Six Sigma projects
• Full-time position
• Leads Lean Six Sigma projects
• Trains and coaches Project
Teams
• Full-time position
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28. Finance
Facilities
Human
Resources
Sales and
Marketing
Customer
Communications
Xerox
Administration
Information
Technologies
Operations
Engineering
Manufacturing
Our view: Not just a tool for operational efficiency, but an
enterprise-wide business strategy for creating real value
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29. 
32 full-time deployment managers

1500 projects underway or completed
worldwide
contributing
to
Xerox
profitability

Over 600 Master Black Belts and Black
Belts
have
achieved
certification,
completed, or started training.

2,000 executives and managers have
completed leadership workshops

2,500 Green Belts trained/500 certified

22,000 Yellow Belts trained and many
other on-line courses
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30. customer
External and Internal
Methodology and Tools:
Creating real value for
customers
Internal Operations
Methodology & Tools
Internal Manufacturing
Quality Methodology & Tools
Xerox
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31. Customer Led Innovation
 Researchers frequently seek opportunities to work directly with customers
and we routinely deploy ethnographic methods to learn about customer
needs and pain points.

The customer is viewed as a partner in innovation and we encourage
―dreaming with customers‖ about the future.
Open Innovation
 At Xerox, partner with organizations around the world to enable products
and solutions that respond to the needs of emerging and global markets.

Open innovation partnerships include such areas as pre-competitive
consortia, sponsored university projects and partnerships with customers
and other companies.
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32. Strength
 Strong corporate brand.
 PARC (strong R&D lab).
 Efficient working solutions for companies worldwide.
 Strong environmental focus.
 The organization has a reputation for innovation and
management.
high quality
 Qualified suppliers.
 Successful implementation of benchmarking.
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33.  PARC became independent centre for commercial innovations.
 Operates in an ever changing, fast pace market dynamic.
 Less focus on product features.
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34. Opportunities
 An outstanding customer service experience.
 Acquisition of Affiliated Computer Services (ACS).
 Focus on environmental features of products.
Threats
 Competitors- HEWLETT-PACKARD, CANON INC,RICOH COMPANY
LTD.
 Financial constraints.
 Growing pressure on companies to become Carbon neutral.
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35. Thank You
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