A Formula for Organizational Transformation
Honeywell Aerospace executed a plan to fundamentally change its corporate DNA at every level. The model rested on the principle that combining three key elements creates powerful business outcomes:
Leadership + Six Sigma + Top Talent = Power!
Leadership provides the vision and strategy. Six Sigma offers a powerful set of analytical tools for data-driven decisions. Top talent supplies the energy and execution-focused culture needed to accomplish goals.
Selecting the Right Talent
To succeed, Honeywell knew it had to recruit and develop the best talent. The Engines, Systems and Services division prioritized finding top-tier individuals for its Six Sigma organization.
The company's approach was distinct, as Six Sigma Vice President Jeff Osborne explained, “Many companies hire Black Belts and try to teach them leadership, we are hiring leaders and teaching them Black Belt skills.” This subtle but critical distinction made a significant difference. Placing talented leaders in challenging roles that demand their full energy and ability prevents boredom and burnout.
Changing the DNA at All Levels
A comprehensive training initiative was designed to embed the Six Sigma methodology across the entire global organization, targeting three specific employee groups.
1. The General Workforce
A large-scale Green Belt program was deployed to over 6,500 salaried employees. To ensure relevance, specialized versions were created:
- Design for Six Sigma (DFSS): This track equipped nearly 3,000 engineers and design-support staff with the tools to apply Six Sigma principles from the start of any project.
- Growth Green Belt: This program focused on teaching sales, marketing, and other customer-facing employees how to use Six Sigma to better understand customer needs.
2. Middle Management
A dedicated, full-time Six Sigma organization of nearly 200 individuals (Masters, Black Belts, and Lean Experts) was established. These employees committed to a 24-month term, after which they would move into key middle and upper-middle management positions within the business, effectively embedding their expertise back into the organization.
3. Senior Leadership
For several hundred upper-level managers, the Leadership Black Belt program was created. This intensive program provided executives with the same advanced Six Sigma and Lean tools as the full-time experts. After a four-month training and a subsequent project application, executives earned a formal Black Belt certification, ensuring top-down support and understanding.
The Results
The initiative produced tangible business improvements. In 2002, the restructured Six Sigma organization aligned directly with business needs, with upgraded talent and strong leadership buy-in.
The training programs reached nearly 6,500 employees, and over 100 executives completed the Leadership Black Belt program. The resulting business benefits—including cash flow, operating income, and sales—far exceeded management’s expectations. These efforts created a foundation of alignment, focus, and accountability for continued improvement.