This document provides an introduction to a Lean Six Sigma training course for the Department of Defense. It outlines the learning objectives, which are to understand DoD policy regarding Lean Six Sigma deployment and certification requirements. It also reviews the training materials, code of conduct, and course schedule. The introduction establishes the importance of data-driven process improvement and an interactive learning environment to teach Lean Six Sigma concepts and tools.

1. Lean Six Sigma
Department of Defense
Lean Six Sigma
-Introduction-
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2. Learning Objectives
Lean Six Sigma
 Class Introductions
 Review Training Materials and Software
 Establish Code of Conduct, Instructor
Expectations, and Logistics
 Understand the Adult Learning Environment
 Use data to establish a Lean Six Sigma baseline
for the class
 Review the Lean Six Sigma improvement process
and topics to be covered in class
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3. Class Introductions
Lean Six Sigma
 Name
 Organization and location
 Years experience with DoD
 Hobby/interest
 Project problem statement
 Expectations
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4. Training Materials and Software
Lean Six Sigma
 DEPMS: DoD Enterprise  MINITAB:
Performance Management System  Data Analysis
 Document Projects  Requires License
 Research Replicates
 www.minitab.com
 Gate Approvals
 DMAIC Templates  EXCEL:
 Other tools  Data Analysis
https://psxl.psteering.com/DEPMS  Requires Data Analysis add-in
 Choose Office-> EXCEL options; Select
Class Materials: Add-ins; Select Analysis ToolPak; click Go.
Select Analysis ToolPak, click OK.
 Laptop with MINITAB & EXCEL
 Access to DEPMS
 Simulation:
 Print-out of Class Slides  Role Instructions
 Web-link to:  Supply Store
 Student Participant Guide  Document Repository
 Minitab and EXCEL PEs
 DEPMS training (Prework)
 Glossary
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5. Code of Conduct
Lean Six Sigma
 Everyone participates with equal voice
 High level of participation needed for success
 Single discussions (respect the speaker)
 All ideas welcome
 Confidentiality - what happens here stays here!
 Respect our time together
 Return from breaks/lunch on time
 Use “parking lot” and “ELMO” to manage discussions
 Handle outside business on breaks
 Blackberries / Phones / electronics off or on vibrate
 Function as a team – everyone facilitates at least one
exercise
 Have fun!
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6. Instructor Expectations
Lean Six Sigma
 Instructors’ expectations are that you will:
 Come to class prepared
 Adhere to the Code of Conduct
 Ask questions and participate
 Practice team leadership and facilitation skills during class
 Teach-backs
 Simulation
 Class Exercises
 Keep an open mind
 Have fun!
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7. Classroom Logistics
Lean Six Sigma
 Class Hours
 Safety
 Fire exits and where to congregate
 Trips and other hazards
 Restroom facilities
 Breaks
 Lunch accommodations
 Others?
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8. Our Learning Environment
Lean Six Sigma
 Prework
 Classroom concept lecture / discussion
 Classroom application – Instructor led
 Classroom application – Team lead
 Classroom team teach-back
 Homework assignments
 Homework debrief
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9. How Do We Learn?
Lean Six Sigma
Retention Rate Teaching Techniques Characteristics
Time Pressured
5% Presentation
Content Focused
Spray and Pray
10% Reading
20% Audio-Visual
30% Demonstration
50% Discussion
75% Practice with Feedback Learner Focused
Interactive
80% Teach Others/Immediate Use Time-Consuming
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10. Class Baseline
Lean Six Sigma
 Statistical Baseline - Our personal knowledge:
 1 – I have never used statistical methods
 3 – I use some data occasionally
 5 – I use data frequently
 7 – I almost always use data and know what to do with it
 9 – I should be teaching this stuff
 Lean Baseline – Our personal knowledge:
 1 – I have never used lean tools/techniques
 3 – I use lean tools sometimes
 5 – I use lean tools a lot
 7 – I always use lean, regardless of the process/environment
 9 – I should be teaching this stuff
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11. Course Schedule
Lean Six Sigma
Monday Tuesday Wednesday Thursday Friday
25 Nov
1 – Introduction Teachbacks Teachbacks Teachbacks Review
6 – Measure 6 – Measure 9 - Round 2 13 – OSD Final
2 –Performance
Phase 3 Dec
Simulation Exam
Improvement 1 Dec
Overview 10 – Improve
7– Analyze
Phase Cont 14 - Project
Phase
3 – Management 10 Dec Presentations
Team
17 Dec
Change 8– Improve 11– Control
Project Phase Phase *Saturday
8 Dec 15 – DA Exam
4 – Define Phase 12 – Class
Prep
Review 18 Dec
5 – Round 1
Simulation 16 – DA Final
15 Dec
Exam
28 Nov
* Optional: Required for the award of the ARMY LSS ASI 11 UNCLASSIFIED

12. What We Have Covered
Lean Six Sigma
 Introduction to class instructors and participants
 Necessary software and training materials
 Code of Conduct, Instructor Expectations, and Class
Logistics
 An understanding of the learning process, learning
environment, and LSS learning focus
 Appreciation of our baseline familiarity and comfort level
working with statistical data and Lean
 Overview of the Lean Six Sigma Course Schedule
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13. Lean Six Sigma
Department of Defense
Lean Six Sigma
-Overview-
UNCLASSIFIED

14. Learning Objectives
Lean Six Sigma
 At the end of this training you will:
 Be aware of DoD policy regarding Lean Six Sigma deployment
 Be aware that Performance Improvement efforts should link to
enterprise value streams, linking mission and vision
 Appreciate that different deployment models that exist
 Appreciate differences between various project implementation
strategies and when to use each model
 Be aware of the history of Lean, Six Sigma and Theory of
Constraints
 Be aware of OSD’s LSS certification requirements
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15. Foundation to Lean 6 Sigma
Lean Six Sigma
Definitions of Insanity:
Doing the same thing over and over
and expecting a different outcome!
AND
Using the same logic to get out of the
trouble that got you there in the first
place!
-Albert Einstein
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16. Policy Overview
Lean Six Sigma
 Process Improvement Guidelines
 Principles and Tools
 OSD Performance Improvement / LSS Charter
 DepSecDef memo of 11 May 2006
 DepSecDef memo of 30 April 2007
 DoDD 5010.42 15 May 2008
 DoDI 5010.43 17 Jul 2009
 Performance Excellence… A Lean Six Sigma World-
Class Methodology
 Where to Start…Voice of the Customer
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17. Performance Improvement Cycle
Lean Six Sigma
PLANNING
1. Develop Vision,
Mission & Strategy
• Who am I?
• Where am I going?
• What do I need to get
done?
B.
Implement
Operational Plan 2. Conduct a Value
RE-ENTRY (Meet my
Stream Analysis
commitment)
• How will I get there?
A. C.
Create & Refine Monitor Progress
Operational Plan IMPLEMENTATION (How am I
(What’s my doing?)
plan?)
D.
Focus D. PIPI
on (How
Focus on CPI
can I do it again?
(How can can I it again?
How I do do it
How can I do it better?
4. Align & better? How can I
How can I kill it?) 3. Develop
kill it?
Deploy Goals Structure & Behavior
• How will I get • What will I need?
people to do it?
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18. Strategic Alignment
Lean Six Sigma
 The Define Tollgate requires a linkage to how this
project aligns to the organizational strategy.
 Include an organizational metric/metrics for which your
project will help improve
 Refer to your organization’s Strategic Plan and/or other
referenced documents
Required Define
Phase Deliverable
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19. Value Streams & DoD Enterprise
Lean Six Sigma
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Human Resource Management
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Weapon System Lifecycle Management R
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Real Property & Installation Lifecycle Management
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Materiel Supply & Service Management
E
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Financial Management
S
Value Streams
(red and yellow)
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20. DMAIC Model
Lean Six Sigma
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21. DMAIC Linkages
Lean Six Sigma
Gage R&R
Critical
Suppliers Inputs Process Outputs Customers Customer
Requirements
CTQ
Input, Process
& Output Defects
Fishbone - Potential X’s & Modes
Indicators
Process People Measurement
Operational
Step 3 Step 4
Definitions and Data X4 X2
Indicators Rework
No Y X3
X5 X1
Yes
Step 1 Step 2 Step 5 Step 6 Step 7 Environment Equipment Materials
ProcessCapabilityofLength
UCL
XY MATRIX
OCC
Improved Process
SEV
RP
ET
Proces
N
D
Process Data
LSL USL
Within
Potential Potential Potential Current
LSL 599 Overall
s Step Failure Failure Causes Controls
Control &
Target *
X-bar USL 601
Sample Mean 600.072
Potential (Within) Capability
Cp 0.28
Modes Effects
Sample N
StDev(W
100
ithin) 1.17308
StDev(Overall) 1.33501
CPL 0.30
CPU 0.26
Cpk 0.26
Step 1 M1 Y X1
LCL Overall Capability
Pp 0.25
PPL 0.27
PPU 0.23
Ppk 0.23
Step 2 M2 Y X2 Performance
Process Baseline
Cpm *
Pareto Step 3 M3 Y X3
FMEA
597 598 599 600 601 602 603
ObservedPerformance
PPM <LSL 280000.00
Exp. WithinPerform
PPM <LSL 180401.78
ance Exp. Overall Perform
PPM<LSL 210989.32
ance
Step 4 M4 Y X4
Stratification
PPM >USL 350000.00 PPM >USL 214448.35 PPM>USL 243487.40
PPM Total 630000.00 PPM Total 394850.13 PPMTotal 454476.72
Step 5 M5 Y X5
Baseline
Capability 1
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