Case Study on Business Process Reengineering at Honeywell Inc.
Honeywell Inc. is a fortune 100 company that is exceptionally successful, inventing and manufacturing technologies designed to address modern day issues. Honeywell provides products ranging from aerospace systems to engineering services as well as a variety of other commercial and consumer products. However, every business needs to know how their company is functioning and where they can improve in order to maintain their success; to improve an entire system, businesses will undergo an operation known as business process reengineering, in which the whole business is analyzed and the workflow within and between enterprises including both person-to-person work flow and system-to …show more content…
Honeywell’s three main priorities in order to reengineer their company are as follows: defect reduction (which they hoped to reduce by a factor of 10, equivalent to 1,000%), short cycle production (which they hoped to reduce by a factor of 5, equivalent to 500%), and finally, materials management in order to use resources as efficiently as possible. The question is, what has Honeywell done and what are their methods for implementing such changes? Honeywell has changed the very method of how their employees work; because employees developed a tendency to sub-optimize (focus on just their area of the whole process and dismiss effects on other areas), “instead of having workers assigned to a specific area on the factory floor, teams of multi-skilled workers were created and assigned to build entire products or modules from start to finish”(Paper, Pendharkar, Rodger, n.d.). In this method, workers would be responsible for the whole system, not just one part of it, thus eliminating negative impacts or defects that could be caused by …show more content…
Honeywell combined three programs along with the reconstituted WCM program office-- the ISO 9000 certified quality program, strong supplier alliance program, and the globally orientated customer satisfaction organization-- creating what they call the “TotalPlantTM.” The TotalPlant is a factory focused program unifying business and controlling information to enable global customer satisfaction that consists of process mapping, fail-safing, teamwork, and communication. The Total Plant program migrated to “fully integrated hardware, software, and services that support plant management, process management, and field management”(Paper, Pendharkar, Rodger, n.d.) so that IT systems would be aligned with business
Honeywell Inc. is a fortune 100 company that is exceptionally successful, inventing and manufacturing technologies designed to address modern day issues. Honeywell provides products ranging from aerospace systems to engineering services as well as a variety of other commercial and consumer products. However, every business needs to know how their company is functioning and where they can improve in order to maintain their success; to improve an entire system, businesses will undergo an operation known as business process reengineering, in which the whole business is analyzed and the workflow within and between enterprises including both person-to-person work flow and system-to …show more content…
Honeywell’s three main priorities in order to reengineer their company are as follows: defect reduction (which they hoped to reduce by a factor of 10, equivalent to 1,000%), short cycle production (which they hoped to reduce by a factor of 5, equivalent to 500%), and finally, materials management in order to use resources as efficiently as possible. The question is, what has Honeywell done and what are their methods for implementing such changes? Honeywell has changed the very method of how their employees work; because employees developed a tendency to sub-optimize (focus on just their area of the whole process and dismiss effects on other areas), “instead of having workers assigned to a specific area on the factory floor, teams of multi-skilled workers were created and assigned to build entire products or modules from start to finish”(Paper, Pendharkar, Rodger, n.d.). In this method, workers would be responsible for the whole system, not just one part of it, thus eliminating negative impacts or defects that could be caused by …show more content…
Honeywell combined three programs along with the reconstituted WCM program office-- the ISO 9000 certified quality program, strong supplier alliance program, and the globally orientated customer satisfaction organization-- creating what they call the “TotalPlantTM.” The TotalPlant is a factory focused program unifying business and controlling information to enable global customer satisfaction that consists of process mapping, fail-safing, teamwork, and communication. The Total Plant program migrated to “fully integrated hardware, software, and services that support plant management, process management, and field management”(Paper, Pendharkar, Rodger, n.d.) so that IT systems would be aligned with business