Raytheon

Anthony PenaFred Kass

Daniel WilsonKophie Van Mathis

Fernando Garcia Cerda Jacquelyn Vega

Karina Patino

The Fearless Leaders

Raytheon Company Overview

RMS Let’s Lead Initiative

• Expected Outcome:• RMS Leaders hold

themselves and others accountable; Leaders are visible and available to their teams

Search for opportunitiesExperiment and Take Risks

Foster Collaboration

Search For Opportunities

Employees

Seize the Initiative •Taking advantage of opportunities

•Leaders must be innovative in order to be open to change •Leaders can make all the difference

•Taking charge of change•Encourage others to initiate change

•Being optimistic •Encouraging and helping others •Take on challenges together

Search For Opportunities - Employees

• Employee Satisfaction:– Early 2000’s Raytheon did a self analysis on

employee happiness.• Result of 3 major events within a year

time-frame.– Strike involving 2,700 employees.– Settling a gender discrimination

lawsuit.– After effects of 1,000’s of layoffs.

– CEO rewarded even with failures.• CEO received bonus and pay raise that

year of “people related goals.”

Search For Opportunities - Employees

• What were some problems?– “Insufficient training for new employees.”– “Poor personal treatment, benefits.”– “No career advancement opportunity.”– “Stiff corporate environment, poor merit increases.”– “Management is horrid, no personal accountability.”– “Culture is still stuck into the culture of putting in your time.”

Exercise Outsight• Leaders must understand their external and

internal environment • Change is usually unexpected • Change can arise from anywhere

• A need for active communication • Be open to new ideas • Talk with others

• Leaders will be faced with unexpected challenges

• Be open to unexpected challenges and issues

• Making the right decisions to overcome challenges

Reflection and Action: Searching for Opportunities

• Leaders lead the organization to change • Being proactive • On the lookout for change

• Every job is an adventure • Embrace every task • Search for hidden talents and resources • Find out new things about your organization

• Stray away from the status quo • Some routines are essential, others are not • Ask others about what should be changed or improved

• “Shop” for new ideas• Engage everyone else to look for new ideas and processes

Search For Opportunities - Employees

Taken and edited (middle section of goal) from Raytheon 2013 Corporate Responsibility Report

1) What are best practices to improve employee satisfaction.

2) What is Raytheon doing wrong either causing or allowing dissatisfaction to occur.

3) There is something wrong, now lets fix it.

4) Implement changes.

5) Monitor that changes are actually being carried out.

Insert Specific

Goal Here

Search For Opportunities - Employees

• What changes have been made:– Ethics and Business Conduct program:

• Used to ensure employees are treated fairly .

• Last 5 years, workplace favorability is 70% - 80%.

– Employee Resource Groups (ERGs)• ERGs provide insight to leaders how

employees feel about current working conditions at Raytheon

– Total Employee Well-being• Expanded health care benefits, various

employee activities, on-site clinics, work/life employee assistance.

Search For Opportunities - Employees

From the 3rd page of their 2013 Corporate Responsibility Report:“WE SUPPORT A CULTURE OF INCLUSION THAT FULLY ENGAGES ALL OF OUR EMPLOYEES SO THAT THEY FEEL VALUED AND EMPOWERED TO PERFORM AT PEAK LEVEL FOR OUR CUSTOMERS AND STAKEHOLDERS.”Result: As of 2013 Survey, employee satisfaction rate 96%.

Collaboration

CollaborationCyberdomain

● Partnering with organizations involved in government science and technology research.

● Pilot Programs

● First to pilot innovative cyber technologies

Mini-Symposiums

● George Mason University

● Massachusetts Institute of Technology (MIT)

● University of Texas at Austin

● Carnegie Mellon University

● University of Southern California

● University of Illinois at Urbana-Champaign

● University of Maryland

● Penn State University

● University of Arizona- 2005

o Dr. Sudha Ram- Won National Science Foundation grant to model provenance in the context of complex material properties.

● Johns Hopkins University

o Masters in Science of Engineering

Collaboration● Before

o Wars face to face

Marines

Airforce

Army

Navy

● Now:

o Face to face

o Cyber-attacks

o Cyber espionage

o Cyber warfare

● Causes

o Damages

o Disruption

Javelin Joint Venture• Collaborative project between Lockheed Martin and

Raytheon• Shared expertise

Worcester Polytechnic Institute (WPI) Collaboration

• Workforce recruitment• Certificate program in Program Protection Planning

(PPP)• Research collaboration

Generate Small Wins

Learn From Experience

Reflection and Action

Experiment and Take Risks

•“Raytheon is well positioned for the future with a proven strategy, well-aligned portfolio of industry-leading technologies and a strong financial foundation. Guided by our long-standing mission of customer success, we are focused on executing flawlessly and delivering innovative and affordable solutions to our global customers in defense, security and civil markets.”

Thomas A. Kennedy

Raytheon Six Sigma Principles

● Specify value in the eyes of the customer

● Identify the value stream: Eliminate waste and variation

● Make value flow at the pull of the customer

● Involve, align and empower employees● Continually improve knowledge in

pursuit of perfection

Taking a Risk: Raytheon 6σ

• In 1999, Raytheon began implementing its six sigma quality initiative to all employees and suppliers.

• “It remains to be seen… just how successful Raytheon will be in its implementation.”

“Any organization embarking on sweeping cultural change faces certain risks. Management’s goals could be misinterpreted, or employees might harbor lingering doubts about management’s sincerity.”

1999 Headline: High Hopes Riding on Six Sigma at Raytheon

Small wins produce results

• Raytheon trained 200 black belts and placed them across the company infrastructure.

• Black belts emphasized the company’s goal to implement it on a global scale.

What They Learned: Small Wins

 

Reflection2000 Headline: Raytheon Six Sigma Meets Initial Target

• “There has been some resistance among middle managers.”

• “The irony is that those same problems only serve to underscore how important it is for Raytheon to stay as focused as possible on its six sigma goals.”

• “The trauma has been helpful”

Reflection on the Results

“Our performance-focused Lean Six Sigma and change

management services are delivered by practitioners with

decades of experience working with all levels of leadership”

Conclusion

• Search for opportunitiesRaytheon leaders seize the initiative

through innovationInnovation challenges

• Foster Collaboration Facilitate relationships- partnerships

with universities/competitorsCreate a climate of trust- share

information and resources

• Experiment and take risksChallenging the process- Raytheon

6σ Reflect on the results