Technology and Innovation at xerox ppt

Xerox InnovationTechnology and Development

Ashish Porwal

04/07/2023 05:05 PM

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 multibillion-dollar business for the company that continues today.

Xerox Corporation

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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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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

In the Beginning

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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

In the Beginning

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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.

Today’s Approach

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Electronic re-usable paper The first plastic semiconductor transistor

PARC spin-out “Placeware” is acquired by Microsoft to become “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

Today’s Approach

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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.

Xerox Innovation Group

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Spin-Off 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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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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ContentGuard: It is a joint venture between Xerox and Microsoft is spun-out 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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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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DiversityTrademark IssuesTop Competitors

About Xerox

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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.

Diversity

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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.

Trademark issues

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Canon Hewlett-Packard RicohEPSONSumsung

Top Competitors

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1949-1960 1960- 1990 1990-2000 2002 and beyond

Birth

Birth

Growth

Maturity

Birth

Growth

Maturity

Technology Cycle

Birth

Growth

Xerography

Knowledge- intensiveSolutions & Services

Laser Printing, Faxing,EthernetColor Copying/ Printing, Production Publishing,

Digital technologies

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XEROX STRATEGY TO WIN

Execute on growth initiatives Capitalize on market opportunities

Expand distribution Leverage distribution investment

Secure future Technology leadership

Build on Xerox heritage of innovation

Optimize productivity& infrastructure.

Drive cost reductions & margin Improvement

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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.

Unique research themes

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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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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.

Product Development Process at

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There are three key components to the PDP

Effective Product

Design and Development

Process Elemen

ts

Management

Decision Process

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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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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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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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Goal: Reduce waste and increase process speed

Focus: Identify non-value add steps and causes of delay

Method: Value Stream Tools, Kaizen events

LeanSpeed + Low Cost

Goal: Improve performance on customer CTQs (Critical To Quality)

Focus: Use DMAIC process with various tools to eliminate variation

Method: Management engagement, 1% - 3% dedicated as Deployment Champions and Black Belts

Six SigmaCulture + Quality

Six Sigma QUALITY Enables Lean Speed

(fewer defects means less time spent on rework)

Lean SPEED Enables Six Sigma Quality

(faster cycles of experimentation/learning)

Lean Six Sigma Combining two powerful approaches

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Successful Lean Six Sigma Deployment Requires Company-Wide Involvement

All Employees• Basic understanding• Minimum Yellow Belt• Apply concepts to

their job and work area

• Owns vision, direction, integration, business results

• Leads change

• Project owner• Implements solutions• Owns financial results• Part time as part of job

• Leads Lean Six Sigma projects • Trains and coaches Project

Teams• Full-time position

• Participate on Black Belt teams and/or lead projects

• Part time on projects

• Provide project-specific support

• Can be yellow or green belt• Part time on projects

• Leads business unit performance improvement

• Prioritizes projects• Full time position

DeploymentManagers

ProjectSponsors

Project TeamMembers

Operations Leadership

Green Belts

Black Belts

Centralized Coordination

& Training

• Trains Black Belts / Green Belts• Coaches Black Belts / Green

Belts• Leads Lean Six Sigma projects • Full-time position

MasterBlack Belts

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Enterprise-wide deployment

Sales and Marketing

XeroxAdministration

Information Technologies

Facilities

Customer Communications

Operations

Finance

ManufacturingEngineering

Human Resources

Our view: Not just a tool for operational efficiency, but an enterprise-wide business strategy for creating real value

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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

Worldwide Deployment Status

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Lean Six Sigma: The next phase in xerox journey

Internal Operations Methodology & Tools

Internal Manufacturing Quality Methodology & Tools

External and Internal Methodology and Tools: Creating real value for

customers

Xerox

customer

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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.

Innovation Through Collaboration

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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 high quality management.

Qualified suppliers.

Successful implementation of benchmarking.

SWOT Analysis

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PARC became independent centre for commercial innovations.

Operates in an ever changing, fast pace market dynamic.

Less focus on product features.

Weakness

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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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Thank You

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