This has been submitted twice by 777LuckyDogg777 and taken down both times within an hour or two. Maybe it’s because the original version mentioned specific names toward the end, which is not allowed, so I took the liberty of removing them to see if it’ll stay up now. It’s an interesting litany of how we got to where we are today. I can’t vouch for the validity of all of it, but the parts of it I know about are dead on. I’m no longer directly affected, since the Project 248 fiasco caused me to pull the pin over a year ago.
Here is a chronicle of the moves that demonstrate Honeywell is no longer a US company and does not value the US worker.
Year 2000 Allied Signal acquires Honeywell.
Year 2001 Honeywell Tempe machine shop which makes 0 sc-ap and has excellent lead time and 100% delivery is out sourced to Singapore. US machinists lose their jobs. Singapore immediate starts making sc-ap affecting air turbine starter customers with late delivery.
Year 2005 Apple reorganization to make Honeywell the Apple of industrials. Bell road and Deer valley are consolidated. Bell road building is sold to AAA. Managers are told by HR to avoid age discriminatory text in layoff packages for senior engineering employees. Sites are moved from a site-specific functional support to centralized functional teams. It is the beginning of remote management. Massive layoffs to indirect US employees and more functions are moved to other countries.
2008 economic downturn in U.S. Honeywell expands margins during the recession by cutting costs. More investment to foreign countries to ride their growth wave. Deer Valley Avionics factories are moved to Penang MY, Redmond and Olathe products are moved to Bintan. Engines machine shops are moved to Czech Republic and Mexico. Foreign team are brought in to blocked out rooms to learn the machining technology. US machinist are told that Mexico (Chihuahua) will be a rough-cut operation and the finished parts would be made in the US. Not many years later 404, 102 and 101 buildings at engines are shut down and sold. U.S. workers replaced with foreign employees at a lower rate and poorer quality.
2012 Honeywell is having trouble with new millennial employees. Managers are told by HR to not hire new college grads but instead seek employees with 10 years of experience for U.S. roles. Age discrimination. If we can’t find US people qualified for the role we are told to hire 4 Indians for every open US position. Engineering directors are given quotas to meet global hiring targets. Work is forced to new global workers. Lots of rework is needed by remaining US employees because the foreign workers are making mistakes.
2012 organic growth is flat, no new breakthrough technology. Instead we sell off parts of the business and acquire new companies for their technology. The remaining engineering workforce is not innovating and just respins older tech. Honeywell is a technology company that cannot innovate organically.
2013-2017 micro rif occur almost every quarter. Internally there are caps on US band 4 employees. The leadership is mostly white men with less than 5% female or minorities in positions of power.
2016 CMOC is established to outsource entire factories to contract manufacturers. Toronto is the first victim and cannot produce the products they designed with the new contract workforce.
2017 Tucson is next CMOC site. Leadership is pleased with the cost savings and assigns special projects to resolve the production issues.
2017 Flawless launch engineering is deployed to engineer out defects from the parts. Engineer it once correctly and not have continuous engineer support. This allows Honeywell to shed more U.S. engineers and transfer momentum engineering support to India, Mexico and Czech Republic.
2017 A secret contract was signed giving all repair and overhaul work for the A350 to Lufthansa Technik. No U.S. workers or shops will ever repair the next generation A350 by Airbus. The contract with LHT is a 40-year deal with options to expand to other airframes.
2018 project 248. Senior management asked ISC management what it will take to burn massive past dues in Aerospace. ISC says they need 900 more people to accommodate the volume. No one qualified is willing to work for supply chain. In response, Honeywell moves 200 hand-selected engineering talent to ISC and forces them to apply for ISC roles or lose their jobs.
The result of moving 200 direct charge engineers to ISC upsets the financial balance of engineering. The remaining indirect managers are no longer covered by the labor of the smaller engineering direct charge work force. A RIF of managers and indirect engineers is needed to reset the balance. In the meantime direct charge engineers are encouraged to work an EEI engineering Efficiency index of 1.2 or work 48 hours for the pay of 40. Employees who do not comply are to be managed out.