Strategies for MQA and Baldrige Teams Dave Rogers, Honeywell Federal Manufacturing & Technologies November 18, 2010

1. Strategies for MQA and Baldrige Teams Dave Rogers, Honeywell Federal Manufacturing & Technologies November 18, 2010 Commitments Made, Commitments Kept

2. Honeywell International ~ 120,000 employees in more than 100 countries working to … Build a world that is safer and more secure … more comfortable and energy efficient … more productive and innovative 2009 Revenue: $30B Aerospace $10.8B ~35% Automation & Control Solutions $12.6B ~41% Transportation Systems $3.4B ~11% Specialty Materials $4.1B ~13% Global scope, great positions in good industries

3. Honeywell FM&T LLC Who are we? Commitments Made, Commitments Kept

4. 2010 Higher Level Integration Assessments Six Sigma Plus / DMAIC 3rd Party Assessments and Certifications Total Quality / Six Sigma Self- Assessments and Audits Quality Circles Benchmark/Utilize Industry Standards 1983 The Journey

5. Before You Begin the Journey Things to Consider: • Are you starting the journey for the trophy, or is it truly for continual improvement for your organization? • Get commitment from Senior Leadership on the process and the resource requirements for the journey • Use a road map (project plan or milestone chart) • Get help from the Excellence in Missouri Foundation! • Consider doing a “Show Me” Challenge as a starting point • Consider using other available Baldrige books and resources • Become involved as MQA and Baldrige examiners, think like an examiner, study the criteria, make MQA and Baldrige part of your culture • Benchmark MQA and Baldrige winners!

6. Baldrige Performance Excellence Framework

7. Forming MQA and Baldrige Teams • Do you want to use one writer with many “feeder teams”? • Do you want to have a different writer for each category? • Which subject matter experts do you need to involve? • Involve Senior Leadership as much as possible. • Involve your trained examiners as much as possible. • Who is going to edit, beef up the graphics, proofread, etc?

8. Writing the Application • Benchmark from MQA and Baldrige winners available on their websites. • Use available resources, such as MQA and Baldrige case studies and examiner information. • Stick to your project schedule. • Keep it simple, answer the criteria questions! • Use your organization’s trained examiners to self assess and improve your application as you go.

9. Class Exercise Your assignment, should you choose to accept it… Write section 6.1.c for Landmark Dining, Inc.!

10. Landmark Case Study Response The BE Director maintains a Disaster Preparedness Plan that is updated annually. The plan emphasizes responses to the specific kinds of disasters likely in South Texas, including tornadoes, hurricanes, flash floods, and severe thunder storms, as well as general business disasters, such as fires and power disruptions. It details actions employees should take based on the scenario, such as stay inside, evacuate, or call rescue services. The plan is reviewed annually, and a hard copy is available in each location, as well as at the home of each member of the Senior Leadership Team. In addition, an electronic copy is available on the Foodtrak Knowledge Management system. The plan includes the designation of ongoing activities to support disaster recovery, such as the creation of daily backups of all data systems and weekly off-site storage. Other electronic system disaster recovery and system assurance procedures are described in Item 4.2. Emergency exits and the evacuation process are discussed with new employees during orientation and reviewed on a regular basis with all employees. In addition, monthly fire, severe weather, and evacuation drills are held.

11. The Bad and the Ugly Lessons Learned Included: • Failure to continue to use the MQA/Baldrige process in the early part of our journey, feedback report sat on the shelf • Initial self assessment scored low…we had work to do! • Failure to initially embrace Baldrige as a business model • Lack of adequate number of MQA examiners in the early years • Inconsistent key enterprise level measures early in the process • Lack of industry comparisons, we had to go outside our industry

12. The Good Lessons Learned Included: • Continual improvement journey must be led from the top • Requires demonstrated management commitment • Requires full and active participation from your organization • Strong internal audit organization helps with deployment • Strong issues management /corrective action system • Defined business model built around Baldrige criteria • Self-assessments by your examiners reveal your gaps • 3rd party assessments and feedback lead to performance improvements

13. MQA and Baldrige as Part of the Journey The road never ends… We wish you luck on your performance improvement journey!