Raytheon Six Sigma (R6Sigma) is a six-step quality management approach and culture change effort that has proven to be highly effective. It incorporates lessons learned from the earlier efforts by Motorola, Texas Instruments, Allied Signal, General Electric, and many others. Within each of these major companies, the Six Sigma approach is a reflection of the company’s unique culture and specific industry needs. However, one criticism common to most of these programs is that the change analysis and leadership tools are engaged too late in the overall process. Building upon the lessons learned by other organizations, the paper recounts the early engagement of the Six Sigma tools, coupled with direct customer involvement, on a large-scale program by the Raytheon Company: The Airborne Stand-off Radar (ASTOR) system, which is under development for the UK Ministry of Defense (MOD). Because the ASTOR program is still years from completion, this paper cannot provide detail in terms of final lessons learned or quantified results derived from the front-end application of R6Sigma on this program. The purpose of this paper is to capture the thought processes behind (and initial stages observed during) early customer involvement and the application of R6Sigma process improvement approaches at the beginning of the program.