This document provides an overview of module 1 of a National Guard Black Belt training. The module introduces participants and instructors, establishes expectations and logistics, reviews adult learning principles and CPI methodology. It also establishes baselines for participants' Six Sigma and Lean knowledge and outlines requirements for presenting projects throughout the training. The goal is to prepare participants to apply CPI tools to their individual process improvement projects.

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National Guard
Black Belt Training
Module 01
Introduction
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Learning Objectives
 Class introductions
 Review training materials and software
 Establish code of conduct, expectations, and logistics
 Understand the adult learning environment
 Review CPI methodology and topics to be covered in class
 Use data to establish a Continuous Process Improvement
(CPI) baseline for the class
 Establish project presentation expectations
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Class Introductions
 Name
 Organization/division/unit/location
 Years experience
 Hobby/interest/fun fact
 Project problem statement
 Expectations for class
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Ground Rules
 Cell phones, blackberries, pagers etc. turned off
 One conversation at a time
 Treat everyone with respect
 Interaction is essential – Ask questions / participate
 Share experiences that relate to the topic
 Be on time
 Take frequent breaks to stay fresh
 Have fun!
 Others: ____________________________
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Classroom Logistics
 Class hours
 Safety
 Fire exits and where to congregate
 Trips and other hazards
 Restroom facilities
 Breaks
 Lunch accommodations
 Others?
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Module Format
 Learning Objectives / Agenda
 Lecture
 Exercises
 Takeaways
 Q&A
 Parking lot
 Plusses (+) and deltas ( )
 Knowledge assessments and course evaluations
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How Do We Learn?
Teaching Retention
Characteristics
Techniques Rate
Time Pressured
Presentation 5% Content Focused
Spray and Pray
Reading 10%
Audio-Visual 20%
Demonstration 30%
Discussion Group 50%
Practice with Feedback 75%
Learner Focused
Teach Others/Immediate Use 80% Interactive
Time-Consuming
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Our Learning Environment
 Pre-work (Project Charter)
 Classroom concept lecture/discussion
 Classroom application – Instructor-led
 Classroom application – Team-led
 Classroom team teach back
 Homework assignments and debrief
 Knowledge assessments – Individual
 Application to your project – BB-led
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Our Learning Focus - CPI Methods and Tools
CPI methodologies
complement each DMAIC Methods
other Product or Service Outputs
Six Sigma Tools Increase
Effectiveness
Lean Tools Increase Efficiency  Reduce Variation
 Simplify Work Flows
 Eliminate Defects
 Focus On High-value Steps
 Eliminate Waste
The customer is the
driving force behind all
“As-Is Flow” “To-Be Flow”
improvement efforts
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CPI Methods
 DMAIC
 One of several Lean Six Sigma methodologies
providing a structured approach to problem-solving
within the following 5 phases: Define, Measure,
Analyze, Improve and Control
 8-Step Process
 AFSO21 structured approach to Lean problem-solving
using an 8-step process
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
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CPI Tools
 “Six Sigma”
 Term originally comes from statistics
 Statistics help us measure and understand both individual data points,
averages, and variation in a process or service
 Primary focus is achieving improvements in service quality and cost
 “Lean”
 Focus is eliminating non-customer value added waste in a process or
service
 Result is reducing service lead times, improving on-time delivery
performance, and reducing cost
 “Lean Six Sigma”
 Combines the speed and power of both Lean and Six Sigma tools
 “Only a fast and responsive process is capable of achieving high quality,
and only a high quality process can sustain high velocity”
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CPI Process Road Map - Overview
8-STEP PROCESS
6. See
1.Validate 2. Identify 3. Set 4. Determine 5. Develop 7. Confirm 8. Standardize
Counter-
the Performance Improvement Root Counter- Results Successful
Measures
Problem Gaps Targets Cause Measures & Process Processes
Through
Define Measure Analyze Improve Control
• Identify Problem • Map Current Process • Identify Potential Root • Develop Potential Solutions • Implement Mistake Proofing
• Validate Problem • Go & See Process Causes (Fishbone, 5 • Develop Evaluation Criteria • Develop SOPs, Training Plan
• Establish Strategic • Identify Bottlenecks Whys, etc) • Select Best Solutions and Process Controls
Alignment • Create Value Stream Map • Reduce List of Potential • Apply Lean Concepts • Implement Solution
• Gather Voice of the • Identify Key Input, Process Root Causes (Affinity, • Develop Future State • Establish Ongoing Process
Customer & Business and Output Metrics Pareto, etc) Process Map(s) Measurements
• Create Goal Statement • Develop Operational • Confirm Root Cause to • Develop Pilot Plan • Identify Project Replication
• Validate Business Case Definitions Output Relationship • Pilot Solution Opportunities
• Determine Scope • Develop Data Collection • Estimate Impact of Root • Develop Full Scale Action / • Estimate Final Financial /
• Select Team Plan Causes on Key Outputs Implementation Plan Operational Benefits
• Develop Timeline • Validate Measurement (Hypothesis Tests, • Complete Improve Gate • Transition Project to Process
• Communicate Plan System Regression, etc) Owner
• High-Level Process Map • Collect Baseline Data • Prioritize Root Causes • Develop Audit / Response
• Complete Define Gate • Identify Performance Gaps (XY Matrix, etc) Plan
• Complete SWOT Analysis • Complete Analyze Gate • Create Final Storyboard
• Estimate Financial / • Complete Control Gate
Operational Benefits
• Determine Process Stability
• Determine Process Integrated CPI Methods & Tools 12
Capability
• Complete Measure Gate
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Six Sigma Baseline
 Where are we as a class? Our personal knowledge:
 1 – I have never used statistical methods
 2 – I use some data occasionally
 3 – I use data frequently
 4 – I almost always use data and know what to do with it
 5 – I should be teaching this stuff
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Lean Baseline
 Where are we as a class? Our personal knowledge:
 1 – I have never used lean tools/techniques
 2 – I use lean tools sometimes
 3 – I use lean tools a lot
 4 – I always use lean, in any process/environment
 5 – I should be teaching this stuff
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National Guard
Black Belt Training
Project Presentations
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Project Presentations – Overview
All students - be prepared to give a short visual and
oral presentation of your project
 At the beginning of the week, post your visual project presentation
on a prominent section of the classroom wall
 Throughout the week, 10 students will be selected at random to
provide an oral presentation of their project to the class
 Presentations should be concise and well practiced (< 5 minutes)
 Presentations will be followed by a short Q&A (< 3 minutes)
 Why?
 Receive feedback on use of CPI problem solving methodology/tools
 Develop public speaking skills and practice presentation style
 Learn about other student projects
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Project Presentations – Week 2
 For Week 2, each student should post their Project
Charter presentation on a prominent section of the
classroom wall
 Each Project Charter presentation should include:
 Project name and description
 Project goal, scope, objectives
 Current and expected impact on customers
 Connection to organization / unit strategy
 Anticipated budget impact
 Sponsoring organization and team members
 Timeline for completion
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Project Presentations – After Week 2
 At the beginning of each week, students should post
their Project Storyboard presentation on a prominent
section of the classroom wall
 Each Storyboard presentation should:
 Show current project status
 Support “tell a story”
 Follow the 8-Step/DMAIC process to structure and organize the
tools used
 Be readable (summarize and condense exhibits, as needed)
 Use arrows, call out boxes, and balloons to highlight questions,
key leanings, risks & issues, etc.
 Display data supporting findings and conclusions
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DMAIC Project “Storyboard” – Example
Define 1.2 Day
Project Charter CCR Gap Sigma
Performanc
BUS CASE: Be #2 Fin Service Provider e Level of
1.3
GOAL: Reduce Loan/Lease CT from
9.2 to 8.0 days by July 1
Measure
FIN IMPACT: $2.7M per year Analyze
Potential Root Causes
Control
Improve
Loan or
Pilot Plan
Lease
Screen “Officer performs
Entry both” & “Officers
changed”,
Color
eliminated as
Printouts
contributors to high
Rewards lead time.
& Recog
Officer Work & Turnover, Waiting, & Automation 19
Affect CT; Job Aids affect Variation in CT Flex
Time
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8-Step A3 Project Summary Report
Company: Department: Date: Prepared by:
1. Define the problem situation 3. Action plans to correct problems
2. Problem Analysis 4. Results of Activity
5. Future Steps
Source: Toyota Way Fieldbook by Liker and Meier, McGraw Hill, c 2006
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Takeaways
 Introduction to class instructors and participants
 Code of conduct, expectations, and class logistics
 An understanding of the learning process, learning
environment, and CPI learning focus
 Appreciation of our baseline familiarity and comfort level
working with Six Sigma and Lean
 Project presentation format and expectations
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What other comments or questions
do you have?
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