Quality Practice in Honey Well

Bunagan, Steven Francis

Chua, Chris Erwin

Hui, Kenneth Mark

Ong, Caroline Anne

Su, Martin Adrian

Uy, Camille

Quality Practice #4

Merging Divergent Quality Systems at Honeywell

1.Trace the development of Six Sigma, the Honeywell Quality Value(HQV) program, and Six Sigma Plus, before and after the Allied Signal and Honeywell merged. What role did the corporate culture of each organization play in the results from the Six Sigma Plus initiative?

Allied Signal invested Six Sigma for their QMS(Quality Management Systems). It was Allied Signal's key to capture growth and productivity opportunities more rapidly and efficiently. while Honeywell invested on its own Baldrige-based QMS which is Honeywell Quality Value(HQV). When they merged they were required to merge and reshape both of their two diverse QMS. hence they named it as Six Sigma Plus. It combines the characteristics of the Six Sigma and HQV method, it includes lean enterprise, lean manufacturing component, activity-based management(ABM), which aids in analyzing customer profitability and targeting future costs for new product development. After they have merged and trained their employee's. The Six Sigma plus expanded around the world and has paid significant dividends. The site impressed customers the last 2 years with a 43% reduction in repair time. $47 million increase in revenue and a major factor of $900,000 worth in productivity improvements.

They act as an leader/mentor and teaches the employees for faster learning and it is more results oriented and the employees that completed the program will receive different kinds of certifications. From Green Belt(working knowledge of Six Sigma Plus methodology) to TPM Master - a highly skilled individual experience in the use of TPM and reliability tools and methodologies.

2. How does top management show its support of Six Sigma Plus? Do you believe that an adequate structure exists to continue building and sustaining the quality effort at Honeywell for the...