1. ARNG Integrated Management System
Overview Brief
Performance Excellence
A Systems Approach and Tools
Mr. Eric Weber (CTR), COL (Ret)
Senior Business Analyst
Business Transformation Division (ARNG-SPB)
G5 Directorate, ARNG
2. 2
Enable ARNG Directorate, States, Territories, and the
District of Columbia Senior Leaders to transform
business operations and improve readiness by
implementing and improving their integrated
management systems.
ARNG IMS MISSION
3. NDAA Public Law 100: Malcolm Baldrige Quality Program the Malcolm Baldrige National Quality Improvement Act , signed by President
Ronald Reagan on 20 Aug 1987
NDAA 2008 Public Law 110-181
Incorporated a Chief Management Officer (CMO) position for each component. (Transparent Leadership)
NDAA 2009 Public Law 110-417 Established Office of Business Transformation
NDAA 2010 Public Law 111-84 Designates the CMO oversight responsibilities to determine defense business system modernization compliance with
enterprise architecture and ensure business process reengineering efforts result in effective streamlined processes.
NDAA 2012/2013, Title 10 U.S.C. 2222 , Transparency for all DOD Business Systems, (funding)
AR 5-1 Management of Army Business Operations dated 12 Nov 2015
Establishes policy, operations, procedures, and responsibilities for the Total Army Force. Emphasizes the Army’s commitment to performance excellence
through leadership and vision, mission and customer focus, employee empowerment, and continuous improvement.
Army Regulation 570-4 Manpower Management dated 8 February 2006, paragraphs 1-8 and 1-10
Federal Managers Integrity Act of 1982
An Act to amend the Accounting and Auditing Act of 1950 to require ongoing evaluations and reports of the adequacy of the systems of internal
accounting and administrative control of each executive agency, and for other purposes.
Government Performance Results Act 1993 & - Modernization Act (GPRA-M) of 2010
Mandates transparency and performance reform including setting program goals, measuring program performance against those goals, and reporting
publicly on their progress.
Department of Defense Strategic Management Plan
Articulates the National Defense Strategy to all service components .
HQDA, The Army 2011 Business Transformation Plan, 1 October 2010 Articulates the implementation of the Integrated Management System (IMS),
outlined in Army Campaign Plan 2012, CP Objective 9.0/Sustain and Enhance Business Operations.
The Army Campaign Plan
Assess and unify the operational and transformation performance of the Army in a unified, outcome-focused effort.
General Order 2010-01
February 5, 2010, the Secretary of the Army designated “the Office of Business Transformation (OBT) as an Army Secretariat activity within the
Office of the Secretary of the Army in his role as the Army’s Chief Management Officer (CMO).” The OBT executes the Army Transformation Plan
DOD Ins 5010.43 Implementation and Management of the DOD-Wide Continuous Process Improvement/Lean Six Sigma (CPI/LSS) Program
Statutory Laws and References
4. 4
PARTICIPATING ACOE/IMS
AK CA CO HI ID KY OK PR WA
WV
PEC GUERNSEY RILEA DAWSON
AL AR GA IL KS LA MN MO MS
NE SC TX
FL MD NJ NY OH PA TN VA DC
CT DE IN MA ME MI NC NH RI
VT WI DC
AZ VI GU IA MT ND NM NV OR
UT WY SD
Dr. Jim Foot james.p.foot.civ@mail.mil 501-212-4750
Mr. Edwin Perez edwin.perez52.mil@mail.mil 703-607-7296
Mr. Eric Weber eric.c.weber2.ctr@mail.mil 518-852-7520
Mr. Reed Mick reed.d.mick.ctr@mail.mil 218-330-0047
Special Categories
43 Organizations
Dr. Mickey Mayland mickey.d.mayland.civ@mail.mil 501-212-4630
Poc: Ms. Wanda Thurman 703-607-7561
5. • ARNG Group Facilitation Course
• Course Number: 922-7C-F52/500-F50
– 11-23 Oct 15
– 21 Feb-4 Mar 16
– 22 May – 3 Jun 16
• ARNG Strategic Planning and Management
Course
• Course Number: 922-7C-F53/500-F52
– 10-15 Jan 16
– 15-19 Feb 16
– 27 Mar – 1 Apr 16
– 19 – 24 Jun 16
• Mobile Training Team:
– SD 20-23 Oct 16
• ARNG Organizational Process
• Improvement Methods
• Course Number: ORTC - 200
– 10 – 15 APR 16
• ARNG Organizational Self-Assessment
• Course Number: 922-7C-F54/500-F53
– 1 – 5 FEB 16
– 14 – 18 MAR 16
– 2 – 6 MAY 16
– 9 – 13 MAY 16
• Mobile Training Team:
– IL 7 – 11 DEC 15
– FL 11 – 14 JAN 16
– MO 8 – 12 MAR 16
• (More expected to be scheduled based on need.)
• ARNG ACOE Examiner Course
• Course Number: 922-9E-F82/920-F74
– 23 – 27 MAY 16
– 13 – 17 JUN 16
– 27 JUN – 1 JUL 16
– 11 – 15 JUL 16
• (More expected to be scheduled based on need.)
• ARNG Basic Project Management
• Course Number: 922-7C-F58/500-F57
– 31 Jan – 5 FEB 16
– 17 – 22 JUL 16
Developing the Force at NG-PEC & MTT
6. “It’ s all about Readiness, this process helps the organization continuously improve, share best practices and create innovative processes”
BG Fountain 6
Integrated Management System
Continuous Process
Improvement
Tool #4
Organizational
Self Assessment
Tool #1
Strategic Plan
Tool #2
Performance Management
Tool #3
Business
Transformation
Enterprise
SMS
Key Leader
Engagement SMART
Objectives
Staff
Engagement
Lean Six Sigma
Vision
SWOT
Analysis
Trend Analysis
A Holistic Approach
8. System Characteristics:
• Web-enabled, flexible reporting application with automated
links to source data via Web Services
• Facilitates situational awareness using Strategy Maps &
Dashboards
• Complementary & Accredited NIPRNET (AKO) and SIPRNET (AKO-
S) platforms
• User-defined permissions and responsibilities
Content and Metrics:
• Strategy defined top-down, results aggregated bottom-up
• Executive Dashboard with metrics to support SUCCESSFUL (G)
PARTIALLY SUCCESSFUL (A)-UNSUCCESSFUL (R) ratings
• Dynamic briefing capability with live data and imbedded email
Draft MOA between Army SMS Office & ARNG SMS Office sent on 14
Jan 15.
Army Strategic Management System
9. ƒTrain Belts in Lean Six Sigma
DMAIC and Team Leadership
ƒAnalyze each organization to Focus
Strategy
ƒImplement a Projects in Process
Management System and stage
gating
ƒTrain Project Sponsors to ensure
accountability and long-term
understand relative
opportunity of process
improvement vs. offering
complexity reduction Integration
Execution
results
Building
Quality of
Thinking
Infrastructure
Commitment
ƒ1. Rapidly deploy the best people as Belts in critical mass: (3) Green Belt and (1) Black Belt Class s in 2015
ƒ2. Create an effective organization of improvement resources in line organizations
ƒ3. Implement a rigorous process for measurement and tracking of project financial results
ƒIntegrate Lean Six Sigma into the daily management practices of the organization
ARNG Lean Six Sigma Training
And Deployment
10. 1 - Leadership (Mission, Vision, Values)
2 - Strategic Planning (Plans to get us there)
3 - Customer Focus (Who we serve)
4 - Measurement, Analysis & Knowledge Management (How
do we get the facts?)
5 - Workforce Focus (Capability & Environment)
6 - Operations Focus (How we do business)
7 - Results (How well we did “it” – vs. our competitors)
10
Organizational Self-Assessment
Utilizing the Baldrige Criteria - A National Industry Standard
12. From ToFrom To
G5/J5 receives
additional duty
G5/J5 collaborates with
departments for input
G5/J5 compiles packet
G5/J5 submits packet
TAG appoints
writing team
members (from all
sections)
Writing team
attends ACOE Level
1 Training
Writing team
reviews previous
packet and feedback
reports
Writing team
collaborates with
sections to obtain
process updates
Writing team
updates packet
Senior Leadership
reviews the packet
Packet is submitted
Packet and useful
tools are dispersed
throughout the
organization
The ARNG IMS Improvement Journey
13. SUSTAINABLE ORGANIZATIONS
Organizations that build their performance
excellence capability experience higher levels of
continuity and ensure that the operations of the
organization continue from one senior leader to the
next. They are able to respond effectively to
changing circumstances and strategic opportunities.
Their efforts are seamless through cycles of
turbulence!
