How Open Dialogue and Union Collaboration Drive Lycoming Engines’ Success

For more background, read the original story at Textron Newsroom.

Lycoming Engines’ senior leadership team convenes every week to cover inventory turns, supplier relations, new product development, and safety. What sets these meetings apart is the presence of two senior representatives from the local United Auto Workers (UAW) union—an uncommon practice just a few years ago.

When Ian Walsh became senior vice president and general manager in summer 2004, the company was still reeling from the economic impact of 9/11, ongoing quality control problems, and a lingering bitterness from a 1997 strike over outsourcing and the absence of a union contract. The first six months were spent mapping out the "disconnects" that had eroded trust among employees and stymied progress.

“We were trying to accomplish a major shift in the focus and energy of the organization—moving from the baggage of the past to the challenges of the future and working together to become more competitive,” said Don Wagner, vice president of operations.

Putting two union leaders on the leadership team was a bold step that sent a clear message: the only way forward was collaboration. As Suzette Snyder, director of human resources, explained, “All leadership team members, including union leaders, receive the same information flow.”

In the first half of 2005, a three‑year contract was negotiated, and Walsh assembled a new leadership team. With union representation firmly in place, the company began addressing operational inefficiencies through Textron Six Sigma and lean methodologies.

Lean principles were not just a buzzword; they became a competitive advantage. Training initiatives ranged from value‑stream mapping to effective meeting facilitation, empowering employees at every level. Within three years, the number of green‑belt certified employees grew from three to more than 130, and over half of the shop‑floor staff received lean fundamentals training.

Consistent, transparent communication—both good and bad—kept everyone aligned on key metrics. The results speak for themselves: on‑time deliveries rose from 44 % to 98 %, and overall quality improved to 96 %. These gains have also enabled Lycoming to bring back previously outsourced work and hold suppliers to the same high standards they demand of themselves.

“Becoming Premier is about being the best at what you do!” Walsh declared, underscoring the company’s commitment to excellence, safety, and teamwork.

Lycoming’s success has earned national recognition for its operational excellence, supplier performance, and workplace cleanliness. In spring, the Discovery Channel’s How It’s Made filmed a segment inside the factory, showcasing the meticulous craftsmanship that powers every piston engine.