With the acceleration of digital transformation, Honeywell's operational excellence system lays the foundation

Since the reform and opening up, with the continuous change of the business environment, enterprises are also constantly exploring the route of transformation in the ups and downs. In the post-pandemic era, many companies are facing the triple pressure of shrinking demand, supply shocks and weakening expectations.

Mr. Yu Feng, President of Honeywell China, pointed out the "three" -

"One is to achieve digital transformation; the second is to eliminate waste and improve response speed through lean operation; The third is to achieve sustainable development and promote the strategy of globalization through innovation. ”

"Top-down" is an important feature of enterprise transformation and development, and a systematic methodology is indispensable if we want to seize the "dawn" of these guidelines and realize the transformation and transformation of lean digitalization. As a century-old store, Honeywell is built on the foundation of Lean Six Sigma, and the Honeywell Operation System (hereinafter referred to as HOS), which combines digital methods, meets such needs.

01Build a "foundation" for transformation

As mentioned above, the healthy link of enterprise transformation and development is like "throwing a stone into the water", starting from the decision-making level, through the management process and organizational development, and progressively influencing the entire enterprise.

With the acceleration of digital transformation, Honeywell's operational excellence system lays the foundation

After several generations of development and evolution, continuous improvement of the scope of system deployment and adjustment of focus goals, Honeywell's operational excellence system HOS has become a methodology that integrates advanced management concepts and technologies, focuses on digital transformation and the achievement of breakthrough goals.

With the three-tier structure from cornerstone, support to implementation, no matter what stage of development the enterprise itself is in, it can "see at a glance" its lean and digital projects from the HOS system, and make the next decisions to achieve "the right medicine".

02 Layer by layer subdivision, continuous efficiency improvement

Since its inception, Honeywell's operational excellence system HOS has covered 27 lean modules/activities, 6 professional management, and a wealth of lean tools and methodological processes, involving the complete value chain of R&D, production, sales, customer experience, and supplier management, which can fully support multi-functional professional management.

Based on the three-tier architecture of HOS, the three-tier structure of the organization's talent evaluation system, tool process, and IT technology application will first evaluate the maturity of lean and digital deployment of the enterprise in the implementation of the implementation, so as to find out the stage position and problems faced by the enterprise, and then put forward the three-year improvement goal in a targeted manner.

Through highly targeted and layer-by-layer implementation, the digital transformation and implementation of enterprises can be subdivided into pieces of "puzzle", which not only has clearer goals, but also greatly reduces the difficulty of implementation and ensures the feasibility of continuous improvement of enterprises.

03Open up the four key points of efficient operation

From a management perspective, Mr. Yu Feng, President of Honeywell China, also condensed the value that HOS can achieve into four key points:

Strategy & Performance

Use strategic deployment to improve performance, and effectively deploy breakthrough strategic goals into daily work. For example, the leadership needs to clarify the business strategy for the next 3-5 years, subdivide the deployment into individual evaluations, and then provide feedback from the bottom to the top, so as to form a clear goal closed loop.

Process improvement

Adjust in a timely manner according to changes in the market, technology, and customers, and pay attention to sales operation collaboration and business operations. On the basis of ensuring the strategy of "customer orientation", the company will build an efficient enterprise with strong productivity, satisfactory payment ability, one-step product quality, strong cash flow and saving every minute.

Improve leadership

Pay attention to talent discovery, training and management. Talent is the "fresh blood" of enterprise development, and the efficiency and vitality of leadership can be greatly improved by clarifying responsibilities and appropriate guidance.

Strengthen the management mechanism

Clarify hierarchical responsibilities, sort out management indicators layer by layer through hierarchical meetings, and establish a sense of urgency for enterprises and employees, so that enterprises can improve efficiency from top to bottom.

As an inevitable trend, the digital development and transformation of enterprises cannot be achieved overnight. In the face of this "big test", Honeywell is committed to helping partners achieve the coordinated development of "digitalization" and "lean" with more professional, comprehensive and customized solutions, so as to achieve the "healthy acceleration" of transformation.

With the acceleration of digital transformation, Honeywell's operational excellence system lays the foundation

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