Body of Knowledge (BoK) Curriculum Development Certification Standards DoD Guidebook – Foundation for Improvement Infrastructure Project Tracking Tool Change Management/Formal Communication Strategy/Plan
Lean Six Sigma April 7, 2008 Ms. LaDona Kirkland
DoD has a strategic imperative to institutionalize continuous process improvement
Lean Six Sigma is the method of choice
Lean Six Sigma provides a balanced and holistic improvement methodology
Proven robust in both commercial and government applications
DTIC has embraced Lean Six Sigma
DoD Lean Six Sigma Program Office stands ready to support your deployment
The Department of Defense is engaged in an historic Lean Six Sigma deployment
$515M budget and 5M people; the largest deployment ever undertaken
Similar to deploying LSS across a country!
Millions of People Trillions of Dollars $515B 5M Gross Domestic Product* Population* *Source: World Bank, 2006 It would rank as 17 th largest economy (16 th with supplemental) It would rank as 110 th largest country by population If DoD were a country: With Supplemental
The stakes are high… … DoD’s future success depends on Agility
The world around us continues to change
Dynamic political/military situation
Are DoD organizations agile enough to face the next crisis?
With a full workload now, what gets dropped?
Do our people and processes have the capacity to respond immediately?
Is our workforce agile enough to face the next crisis?
The status quo is unacceptable – LSS provides the Warfighter a focused, enterprise framework for continuous improvement
DoD leadership has chosen LSS based on its proven effectiveness April 30, 2007 DEPSECDEF memo
Assign a CPI/LSS focal point to coordinate with the DoD CPI/LSS Program Office.
Establish a 12 to 18 month workforce training objective of 1% LSS black belt trained and 5% green belt trained personnel. Personnel selected should include top-rated staff members.
Include CPI/LSS in individual employee performance objectives.
Provide support to the DoD CPI/LSS Program Office in DoD-wide process improvement initiatives.
Report progress and outcomes of ongoing and completed CPI/LSS projects and activities to the DoD CPI/LSS Program Office every 30 days initially.
Military Personnel ($125.2B) Family Housing and Facilities ($26.6B) Procurement, Research, Development, Test and Evaluation ($183.8B) Operations and Maintenance ($179.8B) FY 2009 President’s Defense Budget DoD Leadership understands that Lean Six Sigma can help it do more with its fixed budget Total: $515B
Specify what creates value from the customers perspective
Identify all the steps along the process chain
Make those processes flow
Make only what is pulled by the customer
Strive for perfection by continually removing wastes
Lean Methods Increase Efficiency Simplify Work Flows Focus On High-value Steps Eliminate Waste The Customer Is The Driving Force Behind Improvement Efforts Product or Service Outputs Six Sigma TM Methods Increase Consistency Reduce Variation Eliminate Defects The Customer Is The Driving Force Behind Improvement Efforts
If you cannot express what you know in numbers, you don’t know much about it;
If you don’t know much about it, then you can’t control it;
If you can’t control it, you are at the mercy of chance.
The two methods complement each other and deliver lower operational cost as a natural by-product *Basic tenants articulated by Dr. Mikel Harry, the father of Six Sigma at Motorola
Assign responsibility and accountability to those responsible for the process Being accountable for our actions Improve process effectiveness and efficiency Spending taxpayer dollars wisely Improve our business processes to those of best in class Improving internal business processes Only work on projects which align with the strategy of DoD and national Defense initiatives Ensuring mission alignment with DoD and National Defense Initiatives Targets top performers to further enhance capabilities through LSS training as Green Belts and Black Belts Building and retaining a flexible, well-trained workforce Establish a goal of 6 sigma as our standard of excellence Sustaining excellence in what we do Understand the need to address the transition from old to new processes Adopting structured change management processes to ensure success Continually adjusting to the needs of the customer Meeting our customers’ changing needs through continual technological evolution, information agility and process innovation Valuing the voice of the customer Valuing our customers and understanding their requirements initially and continuously LSS is Committed to: DTIC is Committed to:
LSS can be used to improve DTIC’s core functions LSS is fundamentally customer focused: the methodology addresses review and improvement of transactional process including customer facing processes DTIC Customer Information Assistance: Marketing and registration services, providing reference, retrieval, referral, current awareness, document delivery and billing services, providing training programs, and conducting user conferences, seminars, exhibits, tours and briefings LSS Distributes Process Knowledge: rigorous tracking of project data and knowledge management; leverage automated tools to drive effectiveness DTIC Disseminate Information: Distribution and fulfillment of requests and orders such as documents, citations, in all formats and mediums LSS Uses Graphical Analysis Tools: to describe process inputs and outputs, store for future projects DTIC Format/Process/Preserve Information: Creation of descriptive and subject metadata for retrieval. LSS Demands Data Driven Process Improvement: use data to perfect the collection and management of data DTIC Collect Information: Acquisition and receipt of documents, summaries and other records for input to the Research & Engineering (R&E) databases that DTIC holds as central repository LSS Enablers: DTIC Core Function:
Projects have been identified and are underway Jack Jones Management of training information (including tracking) for employees is difficult and often does not meet reporting requirements. The current raining information collection is time consuming and redundant TRAINING INFORMATION MANAGEMENT Chau Vuong Improve general task request, tracking and management by prioritization, issue escalation, and dependencies (procurement, customer responses, digital certificates.) TASK MANAGEMENT Judy Berger Baseline production code bugs reported post-production to increase quality of DTIC products PRODUCTION CODE Shelley Ford Standardize various processes to increase efficiency and accuracy to track and report performance measures so that data is clean and reporting is consistent QUALITY IMPROVEMENT Pam Shepherd LaToya Thomas LaDona Kirkland Geoff Rassmussen Belt Candidate Numerous instances exist in which funding documents contain incorrect expense item-to-product code designations and time to process a funding document increased causing subjective reporting FINANCIAL MANAGEMENT TRACKING The current recruitment process is too long to allow for quick turnaround and cumbersome for hiring employees. This results with a loss in productivity and increased cost for retraining. PERSONNEL RECRUITMENT PROCESS Information on the Human Resources (HR) site is not current. The processes for posting current information or removing outdated information are not clearly defined. DTICKER CONTENT Information of the DTICKER is difficult to find. This leads to user frustration and less than optimal utilization of the DTICKER. Organization of the DTICKER is convoluted and not user friendly. Searches for information are unsatisfactory because it takes too long, too many mouse clicks are required to retrieve desired information, links are broken, or information is not found DTICKER NAVIGATION Description Project
The deployment will increase DoD’s maturity in well defined stages Leadership Buy-in Project Portfolio Generation Belt Selection/ Training Project Execution Results Tracking/ Lessons Learned Program Launch Institutionalize LSS/CPI Sustain LSS/CPI LSS/CPI Transformation Program Monitor and CPI Fiscal Year 2008 2009 2010 2011 2012 Aware Deploy Sustain
LSS projects must deliver tangible benefit to our end customer…the Warfighter Plan/Budget Procurement IT HR Legal Design/Dev Storage/Trans. Maintenance Disposal Human Resources Management Weapon System Lifecycle Management Materiel Supply & Service Management Real Property & Installations Lifecycle Management Financial Management Who are our people, what are their skills, where are they located? Who are our industry partners and what is the state of our relationship with them? What assets are we providing to support the warfighter and where are these assets deployed? How are we investing our funds to best enable the warfighting mission? Core Business Missions Warfighter Following a rigorous project selection process ensures that projects initiated at the functional level address the cross-functional Core Business Missions
Across DoD LSS is at varying levels of deployment Lean Six Sigma techniques implemented throughout the Army ..… reaching a $2 billion-savings mark this year. … better stewardship of taxpayer dollars where greater efficiency leads to improved effectiveness. . . creation of more readiness and assets within our budget through Lean Six Sigma. Air Force Smart Operations for the 21st Century (AFSO21) … key behind learning processes is to achieve a transformation outcome that will save cost, time and effort. Projects Active: 3,071 Complete: 2,099 Belts Black: 902 Green: 2,411 Projects Active: 1,856 Complete: 5,434 Belts Black: 1,122 Green: 7,343 Projects Active: 1,423 Complete: 4,457 Belts Black: 260 Green: 871 Projects 1 Active: 541 Complete: 532 Belts 1 Black: 160 Green: 2,335 Burning Platform LSS Experience 3 yrs LSS Experience 5 yrs LSS Experience 2.5 yrs LSS Experience .5 yrs
DoD level LSS goals
Support leadership’s business transformation objectives
Drive consistency throughout the enterprise
1 includes OSD Staff, DoD Agencies and Field Activities; All data based on March2008 DoD LSS Data Call OSD, DoD Agencies and Field Activities
The two methods offer complementary perspectives in satisfying customer expectations (cont)
Six Sigma is a methodology that focuses on improving quality through reducing variation
… to change these. Outputs Must change these… Inputs Transformation Process
Problem Statement: Primary Metric: Defect Rate: DPMO: Sigma Level: Data Source: Time Period:
Most significant root causes:
Outdated or incorrect nominee information
Ignorance of the law
Four process improvement areas were identified to address the main root causes of errors Developed a control plan to implement improvements and ensure sustainability ANALYZE IMPROVE CONTROL RESULTS Improve General and Flag Officer Nomination Letter Process Project Sponsor: LtCol Stovall Process Owner: COL Munster Greenbelt: MAJ Holliday DEFINE MEASURE
A large number of 3/4 star nominations that were sent to the SecDef from Apr to Nov ’07 contained errors and had to be rewritten.
Improve our support to the customer by decreasing or eliminating errors
Improve the timeliness of nominations
Save time for CJCS
Error free nomination letters; initial goal less than 5% error rate
material/research errors in information pertaining to nominee
incorrect references/interpretation of law
Expected Benefits: Customer Spec: Defect: % letters returned with errors 33.33% 333,333 1.93 OSD and JS Records Apr-Nov 2007
Process mapping revealed hidden rework loops:
Errors in service letters flow through to JS letters
Lack of templates and SOPs leads to “reinventing the wheel” on each nomination
Incorrect JMIS (joint tour) information
Ignorance of constantly changing law
1 4 2 3 Process monitored using control chart (p-chart) to ensure improvements are sustained Legacy Process Improved Process 33% 6.3% 1.9 3.0 Results based on initial implementation Goal of 5% or less should be achievable once full implementation is complete
Point of Contact Mr. JD Sicilia DoD Lean Six Sigma Program Office 703-693-0031 [email_address]