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[Sound effect and Music] [Brancato] Hi!
Im Tony Brancato, President
of Honeywell Federal Manufacturing and Technologies.
Our traditional customer is the National Nuclear Security
Administration, which is an agency
within the Department of Energy.
Our non-traditional customers that we're starting
to build our base around have to do
with the Department of Defense ?
it could be the Air Force, it could be other agencies
within the government Homeland Security but all built
around our national security,
homeland security for our country.
We employ approximately 2,700 employees in the area
of precision components for electrical, mechanical,
and engineered materials components.
[Narrator] Under contract
with the National Nuclear Security Administration,
Honeywell Federal Manufacturing
and Technologies manages the NNSA's Kansas City Plant
and several other properties.
They manufacture non-nuclear components
for the Nation's nuclear deterrent components
that endure extremes of heat and cold, brutal shocks, vibration
and G-forces and still MUST WORK ?
without fail FOR DECADES.
[Brancato] At the end of the day, we aren't going
to make a commitment that we can't keep
and it is very important for all of our employees
to recognize that, and to really understand.
And they DO understand that commitment.
So when we go out to the shop floor
and we're producing products for our customers,
we're going to stand behind the commitment that we've made,
whether it's materials flow, quality aspects
of it wherever it may fit into our organization.
[Designers work talk] Now come back around
and look at the other side ?
let's go and look at the other side OK, now stop,
now come around just a little, there you go.
Looks good!
[Narrator] In Honeywell Federal Manufacturing
and Technologies' business,
with the State-of-the-Art rapidly advancing
and with the Nation's security at stake,
change is the only constant.
Managing that change through proactive leadership
and continuous improvement is the company's greatest concern,
and its deepest commitment.
[Brancato] It's with leading edge changes that we need
to meet our customer's needs.
When you're speaking of national security and national defense,
you're always on that leading edge.
So our continuous focus is around process improvements,
driving change into the complex and meeting the needs
of an ever-changing customer.
We use the transformation process that we call KC RIMS
to move us into the 21st Century to meet the needs
that our customers have outlined.
It allows us to improve our processes around the utilization
of Six Sigma and ultimately deliver on savings
that this country will reap the benefits of.
[Jane Fitzpatrick] It's been thirty years of improvements
that this organization has been making through Six Sigma,
ISO and Baldrige and it's funny because a lot of people say,
Well, which one would you do?
And I say, Well, it's not a matter
of being mutually exclusive!
And the way I explain it to them is that it's
like taking a journey.
The Six Sigma is like the car: It's the tool to get you there.
The ISO 9001 or 14,001 is the discipline:
It's almost like getting your license,
OK, following the rules.
And the Baldrige Criteria, for me, is the road map.
And they all work harmoniously together.
[Narrator] A laser-like focus on ISO Certification
and Six Sigma quality.
A passionate commitment to the Baldrige Criteria
as a business plan for managing change.
A firm reliance on processes that are continuously reviewed
and 'tweaked', resulting
in continuous performance improvement.
Add to this a loyal workforce -
employees that share a fierce pride in their calling:
Serving their country.
No wonder that Honeywell can point to stellar results:
[Brancato] We at Honeywell Federal Manufacturing
and Technologies have maintained a customer satisfaction rating
of 96 percent over the last three years.
The delivery of our products
and reliability has exceeded 99.9 percent
over the last three years.
[Narrator] And, by using its Six Sigma Plus Continuous
Improvement Model to integrate customer
and business requirements into all design projects,
Honeywell realized annual cost savings between $23.5 million
and $27 million for the past three fiscal years.
[Brancato] It's continuous improvement!
We've been on this, this path of continuous improvement,
and we will continue on this path.
And it takes us from one level to another ?
where we continue to focus on our processes, look for ways
to drive change and improvements ?
as we continue to deliver on our commitments to the customer.