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The case examines the implementation of the ''Six Sigma Plus'' quality management system at the leading US-based technology and manufacturing company Honeywell International. It gives detailed information regarding the quality management systems followed at AlliedSignal and Honeywell, [Six Sigma and Honeywell Quality Value (HQV, based on the Malcolm Baldrige Quality Model and the European Foundation for Quality Management (EFQM)) respectively] before they merged to form Honeywell International in 1999. The case then discusses the evolution and implementation of Six Sigma Plus (a programme formed by integrating the best of Six Sigma and HQV) at Honeywell International. It studies the reasons that hampered the implementation of the initiative mid-course, and details the efforts taken to put it back on the track. Finally, it examines the results of the initiative and Honeywell International''s future business perspectives. The case is structured to enable students to: (1) gain an insight into the concept of Six Sigma and the Malcolm Baldrige and EFQM quality models; (2) study the Six Sigma and HQV quality systems and their strategic importance at AlliedSignal and Honeywell respectively; (3) identify the various challenges and benefits that accrue by integrating two successful quality management systems; (4) study the approach, methodology and processes involved in the implementation of Six Sigma Plus at Honeywell International; (5) explore the factors that are critical to success or failure of a quality management system; and (6) explore the benefits reaped by Honeywell International from the Six Sigma Plus initiatives and examine its strategic importance at the company. The case is aimed at MBA/PGDBA students, and is part of the production and operations management curriculum. The teaching note does not contain an analysis of the case.