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Best Practives in Leadership Development & Organization Change 25

Black Belts, Lean Masters, Black Belts, or Lean Experts, Honeywell makes it an
imperative that these individuals have the capability and desire to hold key lead-
ership positions within the organization once their Six Sigma tour of duty is
complete. Although many companies claim this as their mantra, Engines, Sys-
tems, and Services actually made this a reality. It spent 2001 and the first half
of 2002 building a team of talent that would meet this criteria. Six Sigma Vice
President Jeff Osborne puts it this way, “Many companies hire Black Belts
and try to teach them leadership, we are hiring leaders and teaching them Black
Belt skills.” This subtle but distinct difference has made all the difference for
Honeywell.
Practical Point Seven: The most talented leaders serve with passion, commit-
ment, and enthusiasm. They thrive on the experience of using their talents and
abilities. They love being challenged. For this reason, talented people require
challenging jobs. If the job does not demand their full energy, they get bored.
On the other hand, no one has the talent for all challenges. Each challenge is
unique. Place talented people in the wrong job and they quickly experience
burnout and frustration. Consequently, talented people need the right challenge
in the right job.
CHANGING THE DNA AT ALL LEVELS
As Engines, Systems, and Services set out to change the basic makeup of Six
Sigma across its diverse global organization, it was necessary to target three

employee groups. The masses would be trained and equipped via a whole-scale
Green Belt program that included all salary-exempt employees—over 6,500 peo-
ple. Within this population were nearly 3,000 engineers who would need a spe-
cific flavor of Green Belt training called Design for Six Sigma. This step would
ensure that all engineers and supporting personnel involved in the design of a
product, process, or service would use the fundamental principles of Six Sigma
from the genesis of all designs. To address the unique needs of the sales and mar-
keting and customer-facing employees, a Green Belt program was created titled
Growth Green Belt, which focuses on how to use the Six Sigma skills to under-
stand customer needs and requirements. To transform primarily the middle-level
management within the business, the centralized Six Sigma organization of
nearly 200 dedicated and full-time resources would be the mechanism. As these
Masters, Black Belts, and Lean Experts fulfilled their twenty-four-month com-
mitment to the Six Sigma program, they would repatriate back into other busi-
ness or functional roles at the middle- to upper-middle management level. Finally,
they needed to address the several hundred folks who were already in upper-
management positions and would never realistically take a detour in their career
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to partake in one of the full-time Black Belt roles. For these individuals the Lead-
ership Black Belt program was established. This intense program consists of the
very same Black Belt and Lean tools that Honeywell’s experts learn. At the end
of the four-month training program and another four- to six-month project appli-
cation, these executives end up with an actual Black Belt certification. This com-
prehensive learning program ensures that all aspects of the Engines, Systems,
and Services culture is affected with the Six Sigma methodology and analytical
skills necessary to achieve premier business results (Exhibit 8.1).
The best litmus test of course is whether or not a company is able to trans-
late all of this activity around organization alignment, culture change, leader-
ship development, and training and mentoring into tangible business
improvements. For Engines, Systems, and Services the results were unques-
tionably positive. In the year 2002 it restructured its Six Sigma organization to
align directly with the business while creating a tremendous pull from leader-
ship to use and embrace Six Sigma resources and tools. In addition, Six Sigma
organizational talent was upgraded to consist of the best and brightest Engines,
Systems, and Services has to offer. The businesswide Green Belt, Growth Green
Belt, and Design for Six Sigma programs have now trained nearly 6,500 employ-
ees. Over one hundred executives from the business completed the Leadership
Black Belt program, and the real business benefits, including cash, operating


income, and sales, far exceeded management’s expectations and positioned the
HONEYWELL AEROSPACE
211
Executive leadershipExecutive leadership
Middle
management
Sales and
marketing
All other
salary-exempt
Engineering
Executive Black Belt
Program
Growth Green Belt
Program
Design for Six Sigma
Program
Green Belt Program
Dedicated Six Sigma Program
(Six Sigma Leaders, Masters,
Black Belts, and Lean Experts)
Exhibit 8.1. Changing the DNA at All Levels
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Six Sigma team well for the upcoming year. All these efforts resulted in align-
ment, focus, and accountability that will only continue to increase as Honey-
well’s Engines, Systems, and Services continues on the journey of continuous
improvement.
ABOUT THE CONTRIBUTORS
Greg Zlevor is the founder of Westwood International, a company dedicated to
executive education, consulting, coaching, and cultural improvement, and the
founder of the Leadership Project at Boston College for undergraduate students.
Recent clients include Intel, Volvo, Honeywell, Johnson & Johnson, the federal
government, and GE. He has published several articles and was recently pub-
lished in the Change Champion’s Field Guide.
Jeff Osborne has been a leader in the Honeywell Aerospace business for since
1988. During that time he has held leadership positions in Honeywell’s Avion-
ics and Engines, Systems, and Services business. Jeff has held positions in engi-
neering, customer and product support, operations, program management, Six
Sigma, and general management. Jeff is a certified Black Belt and is currently
the vice president of Business Aviation, a $700 million jet engine business. Jeff
holds a Bachelor of science degree in electrical engineering from Arizona State
University.
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CHAPTER NINE
Intel
This case study describes the systematic approach employed by Intel
Corporation’s Fab 12 Organization Development Team (ODT) to successfully
launch an innovative, nontraditional way of developing leaders.
1
The ODT
works at the manufacturing-site level (not corporate), responding to specific
challenges at Fab 12. Applying a rapid prototype design strategy, the ODT delivered
an in-depth leadership development program, the Leadership Development Forum
(LDF), using self-reflection and Action Learning as its primary learning methods.
OVERVIEW 214
INTRODUCTION 215
Purpose 215
Objectives 216
APPROACH 217
PROGRAM DESCRIPTION 219
PROGRAM EXAMPLE: SESSION BY SESSION 221
Prep Session 221
Session 1: Orientation 221
Session 2: The Leadership Challenge
TM
222
Session 3: Challenging the Process 222
Session 4: Building Trust 222
Session 5: Encouraging the Heart 223
Session 6: Enabling Others to Act 223
Session 7: The Vortex 224
Session 8: Inspiring a Shared Vision 224
Planning for Session 9 224
Session 9: Modeling the Way 225
IMPACT AND RESULTS 225
Overall Results 225
Evaluation Results 226
213
S
S
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Table 9.1: Self-Assessment Results, 226
by LDF Composite Evaluation Results
WOW! Projects
TM
: Examples 227
Personal Testimonials 228
LESSONS LEARNED 229
CONCLUSION 230
Exhibit 9.1: Four Stages of WOW! Projects
TM
231
Exhibit 9.2: Leadership Action Plan 232
Exhibit 9.3: Leadership Autobiography 233
ENDNOTES 237
ACKNOWLEDGMENTS 238
ABOUT THE CONTRIBUTORS 238
OVERVIEW
The Leadership Development Forum (LDF) was first delivered in 1998 and
received an overwhelmingly positive response from participants. Every LDF
since the pilot has generated a “wait list” of employees interested in improving
their leadership skills. Participants of the fourth LDF program made an impas-
sioned plea to Fab 12’s senior staff requesting that the staff attend LDF and
model the way for the factory. As a result, the entire twenty-two-member senior
staff attended LDF in 2000. Since its inception, eleven LDF programs have been
delivered at Fab 12 to a total of 204 middle (group leaders) and senior (depart-
ment manager) level factory managers.
Although the first LDF was delivered to Fab 12 leaders only, subsequent pro-
grams have included participants from other Intel business groups in an effort to
proliferate LDF throughout the company. In 2002, LDF was first piloted outside
of Fab 12 to Intel’s Supplier Group and Corporate Quality Group. The partici-
pants’ feedback about the program resulted in an expanded pilot to proliferate
LDF on a large scale. LDF is now being offered to other Intel business groups
across the United States and in Asia.
In 2000, the LDF program was highlighted at the corporate Intel Manufac-
turing Excellence Conference (IMEC). IMEC, an annual event attended by a
worldwide audience of five hundred selected Intel employees, shares papers,
presentations, and exhibits to proliferate “best known methods” across the
company. A rigorous selection process ensues to select the exhibits and pre-
sentations (only eighty of 1,100 are selected). The focus of IMEC is primarily
technical; however, due to LDF’s unique design and success it was selected for
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