How long will this new team last? Anyone? Dysfunctional to say the least! Horrible
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How long before furloughs in this department? Or RIFs..
Who had the thread deleted about the SR Director M of SRT having a pet.. and the pet thinks they’re the boss??!! The Director is buddies with this person outside of work so she lets the person get away with anything. Hope the VP’s are watching, if not.. they will eventually lol! 100% sure of that!!
Isn’t about time for the next iteration of hire-a-gold-plated-consulting-firm to solve the institutional/structural problems implemented 25 years ago? That way Honeywell can kick off dozens of new tiger teams, etc. to implement the regurgitated recommendations of the past 25 years while ignoring any substantive suggestions whose costs would negatively impact executive bonuses. This company should adopt a new rallying cry: Groundhog Dayshapers…Yesterday Is Our Future!
The Director In SRT, has a pet coworker that she needs to stop being too friendly with, because the pet thinks they’re the boss. It’s going to cause problems for the whole department because she’s biased towards the pet coworker. Hello.. Human Resource complaint??!!
Everyone on the globe: Africa, Americas, Antarctica, Asia and Europe knowns Honeywell is a slow to almost no pay operation. Yeah, the ISC types brag about it but in reality, the almost no pay terms are baked into HON pricing from the suppliers.
The money they lose by paying salaries in this department could be used to pay the current suppliers on time. Finding a new supplier and then train them on how to build our parts, leading to more delays and unhappy customers?! What a waste of time. Sooner or later, there will be no new suppliers left to award parts too! By the time they build, and ship to us, the customers are angry and we’re going to lose business and profits. Just d-mb! We have a VP JH, another VP P, and a director MT in SRT, (coworkers don’t like each other) For what! This is a really d-mb a** company.
Can't blame the SRT for late deliveries, they are strategic action teams to address supplier deliveries to prepare them in avoiding future misses by prepping them in advance. Immediate delivery misses by suppliers are supposed to be addressed by another group called the Focused Supplier Recovery team.
SRT are future proofing our business....yeah, right.
On the verge of losing another major program because of hardware lead times. Suppliers do not need more SRT nitpickers, they need capital to increase capacity and invest in new tools
It sounds like this is Aero?
"New" Supplier Readiness Team? As someone else pointed out, this has to be like the fourth or fifth iteration of a "special" team to address Honeywell's "supplier issues."
Four years ago, Honeywell spent a lot of time and effort shuttling these special team members out to customers, equipped with shiny powerpoint decks, outlining where Honeywell's supply chains went off the rails, and the path to redemption. Customer's mostly gave HW the benefit of the doubt, and nodded their heads at the recovery.
Now? Any credibility HW had with the customer has to have long since disappeared.
My heart goes out to anyone stuck on these nonsense "Supplier Readiness Teams." They've been given a task to do, and absolutely no resources to achieve it. It'll just be another bunch of smoke and mirrors and no progress for the customers.
It seems so easy to solve, but Hon would never go for it.
If a supplier delivers on time, they get paid that day with an X% reward bonus. Supplier, customer, and Honeywell all go home happy. Problem solved.
Backlog would go down in a matter of weeks. Is having the backlog cheaper than giving an incentive bonus to deliver on time?
solution to supplier problems is to insource so you have control.
Google "SpaceX insourcing production manager"
Google "Boeing insources avionics unit" (2017)
Skip ahead and google Boeing BFMS their retrofit to 737max and other legacy FMCs.
Honeywell cant insource because theyvwould have nobody to blame.
Strictly a "risk" strategy. Least risk is to always have a scapegoat.
Better yet.. lets not pay them.
There is no way this department will last past another year. Some employees are the bosses pet and don’t do any work, just sit in meetings, while others do actual work. Gotta start browsing for jobs.
You mean the team that opened up to many new VP and directorial positions and has not contributed to solving material shortage woes driving past dues to its $B value.
That team sure sells itself for being the driving force for directly solving past dues which coincidentally hits a record high every quarter. Haven't seen it yet. In the span of 5 years or so, there have been many fancy names given to the same group hoping to deal with suppliers performance. Project 193, ST and now, SRT, which deals with improving supplier deliveries and performance and all created under the tenure of MM for that was what he wanted to address ; so you build a team to address it for 6-8 months initially as a 'bubble' assignment. But, it seems that this bubble assignment has nowadays turned to a permanent assignment and many positions created and promotions were given to create this juggernaut of an organisation. Critical criteria to gain access to this fancy club is to be able to make pretty slides and blow lotsa smoke while appearing smart at it. They ain't gonna solve what others have tried playing by the same rule book. If any of those VP or Director on the SRT is reading this post, let me give you 2 free & easy advice to better our supplier performance:
- Pay them for what they ask for without imposing silly payment terms.
- Stop building and introducing new suppliers just because the old suppliers decides to jack up the cost and we don't agree to their payment terms. New suppliers will come around with the same problems eventually. Negotiate with the existing supplier instead which goes back to point a).