Original Date: 10/10/2005
Revision Date: / /

Raytheon Six Sigma™ is a knowledge-based, action-centric process used to drive continuous improvement and develop managers to successfully lead the organization. This process is rigorously based on the principles of Six Sigma and the Toyota Production System, with some tailoring of presentation to better fit the Raytheon Integrated Defense Systems culture. Two levels of achievement are recognized, the Specialists and the Experts. Experts form the selection pool for future leaders of the organization, ensuring the establishment and sustainment of a customer- focused continuous improvement culture.

The Raytheon Six Sigma™ (R6σ) system is a knowledge-based process centered on fact-based action supporting lean process deployment. This process has roots in a traditional Six Sigma approach initially launched in 1998. Beginning in 2004, Raytheon Integrated Defense Systems (IDS) enhanced R6σ™ to include Toyota Production System ideologies and redefined the Define-Measure-Analyze-Improve-Control process as a six-step approach (Figure 2-7) tailored to better fit the existing culture and strategic direction of the IDS business unit.

Implemented under the guidance of R6σ™ experts, the process is the foundation of Raytheon IDS continuous improvement activity. R6σ™ encompasses the entire continuum of continuous improvement opportunities, from the simple and direct “Just do it” efforts to complex multi-disciplined efforts led by Master Experts. Efforts have enterprise-wide support, with lead R6σ™ Experts identified within all Integrated Business Teams (IBTs), Cross Business Teams (CBTs), and enterprise resource elements. Knowledge management tools also exist to aide in the training, planning, tracking, and reporting of both R6σ™ personnel development and projects.

In addition to providing the structure for disciplined process improvement and operational change, the R6σ™ process also provides a systemic development tool for training and maturing change agents within the operational elements of Raytheon IDS. Two levels of acknowledgment exist within this process the Specialist and the Expert. A Specialist is trained and experienced in the application of the R6σ™ process to be able to identify waste opportunities and to execute focused Kaizan efforts with support from an Expert. The Expert level is achieved by demonstration of advanced understanding of R6σ™ ideology and tools and by displaying the ability to apply this knowledge to a wide range of business unit activities. In addition to knowledge in the R6σ™ process, candidates for Expert recognition are evaluated on traits that include leadership skills, self-motivation, management skills and experience, and attitude towards change.

Expert candidates must be recommended by an IBT or a CBT vice president and must complete a rigorous process under the review of a selection board comprised of R6σ™ Experts and Raytheon IDS Leadership Team members. Completion of this process not only demonstrates expertise in the knowledge and application of R6σ™ concepts, but also provides for the career planning and evaluation of future Raytheon IDS leaders. This approach ensures that future leaders are well-versed in the application of R6σ™ to the processes of each business element and value stream and that change management is championed within the operational organizations by these leaders.

Raytheon IDS has developed and deployed the R6σ™ process as a comprehensive approach to executing continuous improvement and for developing the personnel infrastructure needed to initiate and sustain this activity. While tailoring specific aspects of the process, the company takes great effort to ensure that the foundation of tools, training, and the process itself remain true to the original concepts of Six Sigma and the Toyota Production System. The R6σ™ process develops strong leadership who are well versed and experienced in the application of the continuous improvement tools and who are prepared to take ownership as the lead change agent in the operational ranks of the organization. This approach has successfully created an environment where improvement and growth are driven from within business units by committed managers and leaders.

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