Original Date: 02/19/2007
Revision Date: / /

At the beginning of the Raytheon Six Sigma program, projects were based on return on investment. The program now focuses on aligning Six Sigma projects with initiatives that mitigate risk and enable opportunities in the estimate at complete to focus on continuous improvement, the combination of which has enabled Raytheon’s Network Centric Systems Manufacturing Center in Largo, Florida, to realize a significant improvement in company metrics.

Prior to 2003, Six Sigma projects at Raytheon’s Network Centric Systems (NCS) Manufacturing Center in Largo, Florida, were not in alignment with estimate-at-complete (EAC) risk and opportunity actions. The projects were being chosen by individuals who were taking part in the Raytheon Six Sigma™ (R6σ) specialist program and were completing projects that did not necessarily impact strategic company metrics.

The Raytheon Largo facility has fostered a continuous improvement environment by establishing an aggressive R6S program and a vision to have all salaried employees trained as R6S specialists – the industry equivalent of Six Sigma Green Belts. This goal was accomplished between 2002 and 2006. The facility also now has five full-time R6S experts – the industry equivalent of Six Sigma Black Belts.

At the beginning of the R6S program, projects were based on return on investment. Once Raytheon-Largo realized the program’s potential to positively impact company metrics, the focus of the projects aligned with initiatives to mitigate risks and enable opportunities in the EAC. Spreadsheets are now used to track assignments and the status of each project. Program teams comprised of the Business Area Manager, the Value Stream Leader, and the Integrated Product Team Leader are responsible for ensuring R6S projects support continuous improvement efforts.

The Raytheon Largo approach to Six Sigma implementation has been a successful endeavor. Employees were quickly and efficiently trained in R6S methodology. More than 600 employees are currently trained in R6S versus 93 employees trained in 2002. Leadership roles and responsibilities have been adjusted to incorporate R6S principles as part of standard job descriptions. As a result of the aggressive strategy of deploying R6S, continuous improvement at Raytheon Largo has realized a steady climb in its EAC percent variance from 4% in 2002 to 15% in 2006.

For more information see the Point of Contact for this survey.