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1 File Number- 1 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of any applicable consultation or negotiation requirements”
Innovation at Honeywell Larry Fitzgerald, Site Leader, Honeywell Aerospace Mississauga
2 File Number- 2 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
3 File Number- 3 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
of Technology and Innovation
4 File Number- 4 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
5 File Number- 5 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
6 File Number- 6 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
7 File Number- 7 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
8 File Number- 8 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
9 File Number- 9 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of any applicable consultation or negotiation requirements”
Voice of the Customer
10 File Number- 10 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
11 File Number- 11 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
12 File Number- 12 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of any applicable consultation or negotiation requirements”
Integrated Product Development System
13 File Number- 13 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
14 File Number- 14 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
15 File Number- 15 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of any applicable consultation or negotiation requirements”
Core and Non-Core Products
16 File Number- 16 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of any applicable consultation or negotiation requirements”
Product Line 3 Product Line 1 Product Line 2
Core / Non-Core Identified O
wn
/ In
vest
M
ake /
Bu
y
Dem
ise
/ B
uy
17 File Number- 17 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of any applicable consultation or negotiation requirements”
Honeywell Operating System
18 File Number- 18 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of any applicable consultation or negotiation requirements”
19 File Number- 19 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
observations
• 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
20 File Number- 20 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
21 File Number- 21 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of any applicable consultation or negotiation requirements”
Implemented Kaizens
Employee-driven implemented daily kaizens growing rapidly
> 8000 kaizens
implemented in 2011
22 File Number- 22 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of any applicable consultation or negotiation requirements”
Winning through Innovation at Honeywell
23 File Number- 23 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
24 File Number- 24 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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
25 File Number- 25 Honeywell Confidential and Proprietary. Preliminary – not final – no decision will be taken without satisfaction
of 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