Business Model Canvas (BMC)- A new venture concept
GBA Organizational Theory Honeywell FM&T
1. BALDRIGE AWARD WINNING
ORGANIZATION:
HONEYWELL FEDERAL
MANUFACTERING
&TECHNOLOGIES, LLC
Centenary College Shemwie Chen, Michael Coughlin, Nadira
GBA 603 Singh, Lissette Tapia
3. Baldrige Award
The Baldrige Program's mission is to improve
the competitiveness and performance of U.S.
organizations
The award is given annually by the National
Institute of Standards and Technology (NIST) to
organizations that show excellence in the
following areas:
Strategic Customer
Leadership Measurement
Planning Focus
Workforce Process
Results
Focus Management
5. Leadership
Communication
Open–door policy and information sharing
Skip Level Meetings and Ask the FM&T President
Vision and Values
To be the most admired team within the United States
National Nuclear Security Administration (NNSA)
Enterprise Alignment Process (EAP)
Focus and Action
Management Assurance Program
Tyco International Opportunity for Improvement
Model Ethical Behavior
TYCO Guide to Ethical Conduct
6. Strategic Planning
Honeywell Strategy Implementation
Gather information from customers, employees, and
managers
Data and Implementation Assessment Models
Quarterly Feedback Reports
Tyco Strategy Strength
Core Values are integrity, accountability, teamwork and
innovation
Tyco Strategy Weakness
Implementation of Strategic Plan
7. Customer Focus
Honeywell FM&T Customer Centric Approach
DRIVE
CUSTOMER VOICE OF
ENGAGEME CUSTOMER
NT
Product Offering Customer Listening
Customer Support CUSTOMER Measure Customer
Engagement
Building Customer
Culture Monitor Customer
Satisfaction
Source:NIST website
8. Measurement, Analysis, and
Knowledge Management
Performance Measurement & Analysis
Selecting Performance Measurements
Balance Score Card
Performance Goals and Ranges
Comparative Data Level
9. Measurement, Analysis, and
Knowledge Management
Tyco Performance Measurement Analysis
Measurement strength in performance data of
operational performance for key products and services,
regulatory compliance, and customer satisfaction
Monitoring and Measurement of Customer Satisfaction
OFI Integration and Implementation
Data Management Methods
Manufacturing Resource Planning
Action Planning
10. Workforce Focus
Honeywell FM&T Tyco International
Excellent Quality (HOS) Teamwork Culture (OFI)
Strong Employee Involvement Operational Excellence (OFI)
Award Programs Safe Work Environment
Steering Committee Safety Culture & Environment, Health & Safety (EHS)
Health Training (ELMS) management System
Good Horizontal Relationships
Workforce Satisfaction Surveys
11. Process Management
Honeywell FM&T Sigma Six Process
Project relation to business strategy
Measuring understanding
Analyzing alternative concepts
Designing a robust process
Verifying a plan to ensure performance
Reviewing a process to determine any improvements
Tyco International OFI adopting the Sigma Six
Process
12. Results
HONEYWELL FM&T TYCO INTERNATIONAL
Sales 72% increase 9% increase
Initiatives Continuous execution Improvements in data
and monitoring of management, monitoring
strategy daily and and measuring
quarterly
Baldrige Award Recipient experienced Improved organizational
high performance and systems and
success implementation of the
Baldrige Criteria to
achieve performance
excellence
13. Conclusion
The Baldrige Program raises awareness about the
importance of performance excellence in driving the
U.S. and global economy, provides global leadership in
the learning and sharing of successful strategies,
performance practices, principles and methodologies.
Honeywell FM&T is an exemplary role-model of an
effective and efficient organizational management
system.
Tyco International has opportunities for improvements
and once implemented can be a recipient of the Baldrige
Award.
14. References
Baldrige National Quality Program, Honeywell Federal Manufacturing & Technologies profile, Retrieved
fromhttp://www.nist.gov/baldrige/publications/upload/Honeywell_FMT_Profile.pdf
Baldrige Performance Excellence. Criteria for Performance Excellence. Retrieved from
http://www.nist.gov/baldrige/publications/criteria.
Baldrige Performance Excellence. Malcolm Baldrige National Quality Award. Retrieved from
http://www.nist.gov/baldrige/award_recipients/honeywell_profile.cfm
Baldrige Self-Analysis Worksheet. Retrieved from
www.nist.gov/baldrige/.../2011_2012_Optional_Worksheet.doc
CNN Money. Honeywell International. (2011). Retrieved from
http://money.cnn.com/magazines/fortune/global500/2011/snapshots/11
Daft, R. L. (2010). Organization Theory and Design (10th ed.). Mason, OH: South-Western Cengage
Learning
Honeywell International Inc., (2012) Retrieved on August 31, 2012 from
http://finance.yahoo.com/q/pr?s=HON+
Honeywell Company Overview. (2011). Retrieved from http://honeywell.com/
Tyco International (2011) Annual Report. Retrieved from
http://www.tyco.com/2011annualreport/pdfs/TYCO11AR_FULL_FINAL.
Tyco Electronics. (2008). Industrial Components and Application Guide. Retrieved August 27, 2012 from
www.te.com/aboutus/news/prodnews.asp?id=1560
Tyco Electronics.(2008) Global Quality Management System. Retrieved on August 27, 2012 from
www.te.com/aboutus/quality/pdf/102-1
Notes de l'éditeur
Vision & Values – To be the most admired team within the United States National Nuclear Security Administration (NNSA) by converting ideas into the highest quality national security products and services by applying the right technology, outstanding program management and best commercial practices.Communication- Leaders give routine updates and ensure that information is available to all employees; the senior leader open-door policy and information sharing are two of the organization’s leadership strength. Skip level Meeetings & Ask the FM&T President are sources to respond directly to employee questions and concerns. Focus & Action – A Management Assurance Program that has an emphasis on performance measurement & fact management.
Strategic Planning a the second Baldrige Award Criteria a competency FM&T demonstrates when implementing strategy first step is gathering information from customers, employees and managers.Data and implementation of assessment models for each strategic step in order to evaluate effectiveness. Quarterly Feedback Reports to monitor and evaluate Tyco Strategy Strength – are a set of core values integrity, accountability, teamwork and innovation which are integrate in every initiative and actionTyco Strategy Weakness- Implementation of strategic plan
Customer Focus Honeywell FM&T has a customer centric approachThe primary focus is the customer. FM&T uses the VOC in order to obtain customer feedback and captures the feedback data in order to take actions which help drive the business process and strategic planning. For example, customer listening, measuring customer engagement, and monitoring customer satisfaction. FM&T drives Customer engagement through product offering, customer support and building customer culture. even during the hiring process questions are customer focused, customer engagement expectation.
Performance Measurement & Analysis consist of selecting performance measurement for FM&T. The Balance Score Card measures overall performance. The performance goals and ranges are based on indicators ranging from 100% to less than 80%. The Comparative Data Level is divided into tiers ranging from 1-2, Tier 1 is best in class and Tier 2 is a comparative and competitive data that collects information from the best competitors indicating performance greater than or equal to key competitors.
Tyco Performance measurement strength is performance data for operational performance for key products and services, regulatory compliance and customer satisfaction. A second strength is monitoring and measurement of customer satisfaction through industry positioning surveys, feedback received in response to customer complaints, meetings with customers and ship to customer request performance which is compared to benchmarks or competitors. Tyco opportunity for improvement is in the integration and implementation of data management methods and manufacturing resource planning. The action planning would entail the establishment of a committee with a member of each business unit to develop targets and identify performance gap
The FM&T workforce is committed to excellent quality through a Honeywell Operating System that maintains organizational excellence.Second, strong employee involvement through a strong incentive based program that encourages participation. An award program that provides recognition to employees who have achieved success in performance within specific areas. Fourth, Steering committee safety culture and engages employees in safety contest to increase awareness. Health training through electronic learning management system. Fifth, good horizontal relationships. Sixth, workforce satisfaction surveys that score appreciation, management listening, positive environment and access to information.
The sixth criteria for Baldrige national quality is the process management. FM&T uses the Sigma Six Process to identify
The Results demonstrate increased sales at 72% for Honeywell and only 9% increase for TYCO. The initiatives to be taken by Honeywell to remain a leader in the marketplace is through continuous execution and monitoring of strategy daily and quartely. Tyco requies improvements in data management, monitoring and measuring.Honeywell FM&T as a recipient of the Baldrige Award experienced high performance and success.Tyco requires improved organizational systems and implementation of the Baldrige Criteria to achieve performance excellence.
