In my experience you are absolutely set up to fail at Honeywell, over and over again. Processes change constantly and it’s gotten much worse in the last few years. All I do now is figure out new processes and track things for management. Very little actual work gets done as a result.
I'm wondering how the rest of you manage to deal with the constant changes of processes?
If you dont like a process click the button on page 8 or just "ask red".
Our process bot will send you to the right person.
Most importantly ..keep smiling!
Here.. bite down on this stick.. and SMILE!
The reason for continuous change, is that in some people's minds continuous change=continuous improvement. And since continuous improvement is mandated, so is continuous change.
With the way people were/are rif’d (I.e. fired), in my experience this is why the ‘processes’ are constantly changing. Most times, because there is no sort of plan in place to cover employees that are unexpectedly fired, particularly first line supervisors & managers, the remaining and newly hired employees then just have to make up a ‘new’ process since they don’t have full knowledge of whatever was used before.
Come on man, we are making big bets to 5X productivity. Do you think that with all the RIF's anyone can keep track of the legacy processes?
Here is our playbook:
You are confusing tools with process.
Process is rarely changed and mostly ignored.
Tools change weekly as the leaders demand constant cuts and concessions from vendors.
More and more off shoring and outsourcing makes it impossible to support things that used to work just fine. Add a solid dose of mae culpa from multiple itar violations (caused by presidents demanding subsistance wage labor) and you get a choke collar on the whole company.
Most "process change" is really tool churn.
Nothing at this company is ever set in stone, it’s constant chaos and moving from one SBU to another is like a whole different universe.
I HEARD YOU LIKE PROCESSES - SO I MADE PROCESSES WITH SUB-PROCESSES SO YOU CAN FOLLOW A PROCESS WHILE YOU FOLLOW A PROCESS
The reason processes change constantly is the way continuous improvement is implemented these days. Managers figured out they could be rewarded for faux improvements. They pick team players to dream up some "process improvement". The manager then manipulates the numbers. ("eliminating this step saves 12 milliseconds per unit times 62 million units resulting in a savings of 263 gazillion dollars") But fails to point out that we are only building 15 units. Flashy presentation with spaghetti diagram, pie charts, graphs, etc. Team players get a bravo (and maybe a $50 gift card but probably a HON golf shirt or coffee mug). The manager gets a better MIP percentage. Process changes. Results are the same.
Processes constipate the system. How many useless brown-nosers do you know who become process experts in order to improve their job security and ensure more face time with their masters in management?
We deal with process the way we always did.. ignore it.
I literally have an hpd goal to ignore process and make up stuff..
i mean "increase velocity"
The process junkie is a high-profile parasite in many organizations.
What happened to the Z21 process and the Z21 Zealots and Trainers LMFAO. After a couple of beers a Z21 Trainer admitted no one knew what the f@ck they were doing.
I am wondering why you keep quoting people and asking what others think. Are you HR per chance? Honeywell HR, the biggest clowns I have ever encountered.
The key to any successful process change is continuous measurement of the results of the change. The process groups at Honeywell continually fail to include process measurement in their programs which is why they flail around with nothing positive to show. However change at the executive level includes plenty of measures of success or failure. The failure of the BoD to respond to the poor performance of the C level executives speaks volumes of the future of the company.