Innovation at Honeywell Larry Fitzgerald, Site Leader, Honeywell - - PowerPoint PPT Presentation

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Innovation at Honeywell Larry Fitzgerald, Site Leader, Honeywell - - PowerPoint PPT Presentation

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Innovation at Honeywell Larry Fitzgerald, Site Leader, Honeywell Aerospace Mississauga File Number- 1 1 Honeywell Confidential and Proprietary. Preliminary not final no decision will be taken without satisfaction of any applicable

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File Number- 1

Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Innovation at Honeywell

Larry Fitzgerald, Site Leader, Honeywell Aerospace Mississauga

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File Number- 2

Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Great Positions in Good Industries

Energy, Safety & Security

Chemicals, Specialty Materials & Fertilizers Safety & Security Aviation & Defense Automotive & Transportation Buildings, Construction & Maintenance Consumer & Home Efficiency, Energy & Utilities Fire Protection & First Responder Healthcare & Medical Industrial Process Control Manufacturing Oil & Gas, Refining, Petrochemicals & Biofuels Scanning & Mobile Productivity

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Company Recognition

Fortune 500 Company - #74

Fortune Magazine

World’s Most Admired Companies

Fortune Magazine

Best Places to Launch a Career

BusinessWeek Magazine

World’s Most Ethical Companies

Ethisphere Institute

Blue Ribbon Company

Fortune Magazine

Biofuels Company of the Year

Biofuels Magazine

Alexander Hamilton Award, Overall Excellence

Treasury and Risk Magazine

Alexander Hamilton Award, Category Level

Treasury and Risk Magazine

Most Influential People in Finance

Treasury and Risk Magazine

Top 100 Global Innovators

Thomson Reuters

2011 North American Top Company for Leaders

Aon Hewitt, The RBL Group and Fortune Magazine

Honeywell Chief Engineer Receives US Medal

  • f Technology and Innovation
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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Energy Efficiency

By immediately and comprehensively adopting existing Honeywell products, the United States could reduce energy consumption by

20 to 25 percent

More than 50% of Honeywell’s portfolio offers energy efficiency benefits

Green Buildings Biofuels Air Traffic Modernization Reduced Emissions Fuel Efficiency Industrial Process Efficiency Energy Efficiency, Demand Response, & Smart Grid Energy Performance Contracts

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Honeywell’s Businesses

  • $35-36 billion* in revenues, 50% outside of U.S.
  • Nearly 130,000 employees operating in 100 countries
  • Morristown, NJ global corporate headquarters

Aerospace

$10.8-11.2B*

Automation & Control Solutions

$14.7-15.1B*

Specialty Materials

$5.0-5.2B*

Transportation Systems

$4.3-4.5B*

*‘11 revenues estimate

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

The Enablers

Processes for safety, quality, delivery, cost and inventory excellence, which can provide a 20-year competitive advantage Standardizes the way we work, reducing waste and helping us to do things better and faster at a lower cost Integrated strategies, processes, tools and culture that help us bring profitable products that customers need and want, and are willing to pay for, to market faster Velocity Product Development™ Functional Transformation Honeywell Operating System

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Technology & Innovation

  • Research, Development and

Engineering is the growth engine for Honeywell

  • 19,000 scientists and

engineers worldwide

  • 97 research and

engineering facilities

  • Honeywell Technology

Solutions in India, China and Europe

  • More than 30,000 patents or

patents pending worldwide

Developing solutions for the world’s toughest challenges and building on Honeywell’s Great Positions in Good Industries

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File Number- 8

Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Innovation & Honeywell

  • What can we learn about innovation from

Honeywell?

  • Key elements of Honeywell’s Innovation DNA

1.

Voice of the Customer

2.

IPDS (Integrated Product Development System)

3.

Opportunity Reviews

  • 4. Identification of Core / Non-Core Products

5.

Lean Operations & the Honeywell Operating System

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Voice of the Customer

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File Number- 10

Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

What is Voice of the Customer?

A complete set of Customer Wants & Needs that are:

  • Expressed in the customer’s own language;
  • Organized the way the customer
  • thinks about the product,
  • uses the product, and
  • interacts with the product;
  • Prioritized by the customer in terms of both importance and performance (i.e.

current satisfaction with existing alternatives)

  • A clear statement of commitment to the customer in order to try to meet / exceed

their expectations and delight them.

  • It is not an event. It is a process of continuous, direct and timely communication

with the customer to understand and validate their needs.

  • Active listening to the customer in order to accurately identify their requirements

and deploy them.

  • An enabler for the alignment of corporate / business goals and customer

expectations.

  • G. Katz; the PDMA Toolbook 2
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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Types of Customer Needs

  • Revealed Needs - Spoken
  • Spoken and articulated – typically performance related that must

be fulfilled to meet and exceed customer expectations

  • Spoken but unarticulated – represent latent requirements and

potential delighters if you can gain more insight into underlying needs

  • Unrevealed Needs – Unspoken
  • Basic Needs: must be met for the product to be accepted
  • Delighters: unexpected, strong impact on customer satisfaction

– differentiator.

Unlocking unarticulated and unrevealed needs can lead to a competitive advantage

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Integrated Product Development System

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File Number- 13

Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Integrated Product Development System

1.

Identify Customer Needs

2.

Concept Definition

3.

Planning & Specification

4.

Development

5.

Verification & Validation

6.

Delivery, Support, & Improvement

7.

Sunset

Phase Gate Reviews Sales & Marketing Program Managers

Operations

Marketing & Product Mgmt

 Formal Phase Review criteria established for each phase

Clearly Defined Phases, Ownership, & Accountability

 Define Customer CTQs (Critical to Quality elements)  Phase Owner is responsible for driving completion of, and

conducting, the Phase Review

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

What IPDS “Really” Means

  • Really understand your customers needs and requirements to

produce the ‘right’ product the first time.

  • Manage the development with cross-functional teams to assure

all aspects of product success are considered and acted on.

  • Plan the Project, Track to the plan using measurable data,

Manage risk, and Recalibrate at every phase of the project.

  • Keep Leadership informed and Engaged throughout the

program to help ensure success.

  • Consider downstream issues early, avoid wasteful changes and

rework in later phases.

  • Use DFSS principles throughout the program to enhance

quality, manufacturability, product cost/margin, and customer satisfaction.

  • And above all, apply sound Judgement and Common Sense

throughout

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Core and Non-Core Products

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Product Line 3 Product Line 1 Product Line 2

Core / Non-Core Identified

Own / Invest Make / Buy Demise / Buy

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Honeywell Operating System

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File Number- 18

Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”
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File Number- 19

Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

HOS Deployment at Toronto

Phase 1 Phase 2 Phase 3 Phase 4 Phase 5

Operational Readiness Baseline and Planning Learning Through Observation Work Process Improvement Knowledge Sharing

4-6 weeks 6-12 weeks 6-12 weeks 24-30 weeks 3-5 weeks

2009

  • Training on

Standard Work, Kaizen, Rapid Problem Solving

  • OD re-design
  • Deployed Leader

Standard Work

  • Create Tiered

Accountability process

  • Exited Phase 3

30th April 2009

2008

  • Supply Chain and

Organizational Design workshops

  • Identified UDO’s or

undesirable

  • bservations
  • Complete initial

value stream mapping of key value streams

  • Exited Phase 2

30th April 2008

2009

  • Implemented Future

State Value Stream Maps in all deployment areas

  • Rapid kaizen in

deployment areas

  • Plan For Every Part
  • Standard work in all

deployment areas

  • Exited Phase 4

September 2011

2010

  • Knowledge Sharing

and benchmarking with other Honeywell locations and other companies

  • Continuous

improvement culture embedded in day to day operations

  • Exited Phase 4

September 2011

2007

  • Ensure leadership

team is in place

  • Stabilize the

business

  • Complete any other

major projects or transitions

  • Exited Phase 1

30th Mar 2007

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Value Stream Mapping Activities

Promote Single Piece Flow! Results: Monthly Distance reduced

from 31920 ft to 11445 ft

64 % Reduction

Objective: As per the Future State

Action Plan, design the APU cell to improve flow and reduce waste Grace Lozinski, Rada Moro, Curtis Hunt, Mike Yhan, Lucian Dragomirescu, Alla Royzman, Andrei Stahie, Luisa Medina, Yvonne Lindner, Teresa Melo, Hadi Farashahi

Contributors:

Before After

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Implemented Kaizens

Employee-driven implemented daily kaizens growing rapidly

> 8000 kaizens implemented in 2011

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Winning through Innovation at Honeywell

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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Winning Through Innovation

Wireless Technology

  • Applications enhance productivity and safety
  • Enabling new market opportunities

Bio Renewables Process Technology

  • Honeywell Green Diesel™ and Honeywell Green

Jet Fuel™

  • Conversion of waste plant materials to fuels

Smart Grid

  • Integrates energy efficiency systems
  • $100 million U.S. Department of Energy grants
  • Recent acquisitions: Akuacom and E-Mon
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Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Winning Through Innovation

Low-Global-Warming-Potential Fluids

  • LGWP for refrigeration, air conditioning and

insulating foam

  • Regulations driving acceptance of HFO-1234yf for

auto air conditioning New Air Traffic Management and Flight Safety

  • Increasing flight efficiency
  • Flight safety enhancements

Turbochargers

  • Lower emissions
  • ~20% better fuel economy
  • Expanded adoption on gasoline engine platform
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File Number- 25

Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction

  • f any applicable consultation or negotiation requirements”

Innovation & Honeywell

  • What can we learn about innovation from

Honeywell?

  • Key elements of Honeywell’s Innovation DNA

1.

Voice of the Customer

2.

IPDS (Integrated Product Development System)

3.

Opportunity Reviews

  • 4. Identification of Core / Non-Core Products

5.

Lean Operations & the Honeywell Operating System