Continuous Process Improvement CPILean Six Sigma LSS

1

• Continuous Process Improvement (CPI)/Lean Six
  Sigma (LSS)
• Break Through Convention
• 22-23 October 2008
• Achieving Breakthrough Improvement
• Howard Seamens Human Capital

2
Mission/Vision/Objectives

• Mission
• Determine the DoD enterprise-wide challenges we
  are facing, identify those we can collectively
  solve, develop the action plans, and begin
  implementation.
• Vision
• Exponential process improvements across the DoD
  enterprise.
• Objectives/Deliverables1) Identify prioritize
  enterprise-wide challenges
• 2) Select DoD-experienced sources to lead teams
• 3) Develop strategy, action plans and establish
  leader commitment
• 4) Kick-off projects, begin action plans and
  prepare for delivery to DSD at October
  Breakthrough Convention
• 5) Establish an on-going review process to
  identify and solve enterprise-wide challenges

3
Assumption

• Current directives and instructions are
  sufficient to create break through, exponential
  process improvements.

4
Human Capital - Operational Definition

• Human Capital
• This first objective is to identify and codify
  what attributes CPI professionals should possess
  and how they can be successfully embedded into
  the organization.
• The institutionalization of continuous process
  improvement personnel into the organization
  infrastructure includes, but is not limited to
• position management,
• position descriptions,
• knowledge, skills, abilities, qualifications,
• classification, grade considerations, career
  progression
• performance management
• professional development, training,
• evaluation, and awards.

5
Roadmap to Sustainment
2008
2009
MAY
JUN
JUL
AUG
SEP
OCT
NOV
DEC
JAN
FEB
MAR
APR
DoD Deployment Leaders Workshop (Jul 8-9)
DoD CPI Symposium (May 13-16)
Execute Action Plans
Coordinate DoD Policy and Assess Feasibility to
Replicate DoD-wide
After Hours Event (May 22)
DBAF (Sep 4)
Breakthrough Convention (Oct 22-23)
Replicate Selected Processes DoD-wide
Assess Deployment Performance DoD-wide
DoD LSS Deployment Mid Year Workshop
Monthly LSS SSC Meetings
7/17
8/21
9/18
12/18
1/15
2/19
3/19
11/20
10/16
6/19
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Human Capital Work Team(s)DoD Deployment
Leaders Workshop (8-9 Jul)

• Lee Rivas, Army
• Cat Sergeson, Navy
• Susan Yarwood, OSD
• Darlene Paukei, DTRA
• COL Trace Slinkard, JS

• Janice Cooper, OSD
• Paula Patrick, Navy
• Chuck Brandon, Army
• Mark Hodges, USAF
• Shannon Sexton, USAF

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Human Capital Priority Matrix

• Top Priorities
• Performance Management (HC1)
• Awards and Recognition (HC2)
• KSA / Competencies (HC1)
• Position Descriptions (HC1)
• Certification Guidelines (COA)
• Skill Codes/ Data Fields (HC3)
• Governance Structure (SA)
• Position Management
• Embedded Training

Easy
DoD-Wide CPI Professional Network (INT) Skill
Gap Training
Ease of Implementation
Next Generation Ideas from Vision Brainstorming
Career Path
Hard
Low
High
Goal Impact
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Human Capital - Top Priorities
9
HC1 - Position Descriptions / Competencies
HC1 Team Members
10
Deliverables 4 Purple Position Descriptions
Plus!

• Full time (FT) Continuous Process Improvement
  (CPI) Specialist (Master Black Belt), YA-3
• Deployment Director or lead Practioner
• FT CPI Specialist (Black Belt), YA-3
• Component/command, or equivalent
• FT CPI Specialist (Black Belt), YA-2
• Installation, or equivalent
• Amendment, CPI Specialist (Green Belt), any grade
• Part time (25)
• Position titled from primary duty
• Competencies
• Interview questions

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General Equivalency for Conversion NSPS to GS
Subject to continuing collaboration
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NSPS LSS Practitioner Performance Objective

• Our goal is to link pay for performance to
  measurable
• outcomes in organizational performance.
• The properly constructed NSPS objective may be
  applied in ANY mission area
• Training and certification
• Apply the part time Green Belt position
  description amendment

Complies with DepSecDef memo, DoD wide CPI/LSS,
30 Apr 2007
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Creating CPI/LSS NSPS Goals
N
N
Metrics Avail
Strategically aligned
Match to CCR
Establish Stretch Goal (4/5)
Create Metrics
Level 3 Objective
Y
Y
N
Y

• Baseline current state in terms of quality,
  quantity, timeliness and impact (QQTI)
• Quantify QQTI improvements in terms of
  strategically aligned and critical customer
  requirements
• Establish stretch goals
• Incentivize goal congruent behavior

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CPI/LSS defined Measurable Improvement in
Quality, Quantity, Timeliness and Impact
High
5
Output
4
Managing to the Gap
3
Annual Performance Period
High
Low
15
Strategically aligned and critical-to-customer
CPI goals matched to NSPS pay-for-performance
incentives increases individual performance
levels over time
Level 5
Level 4
Organization Makeup
Level 3
For an organization of fixed end-strength, higher
individual performance levels yield exponential
improvement in output
Organization Output
Time
16
HC2 Awards and Recognition
HC2 Team Members
17
Deliverables Awards and Recognition

• Honorary and incentive awards
• Human Capital Awards Handbook a Guide for
  Managers Supervisors
• DoD CPI Award
• Draft award nomination
• Template for determining value for award purposes

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HC3 CPI/LSS Data Fields
HC3 Team Members
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Deliverables CPI/LSS Data Fields

• DCPDS and DIMHRS data fields to identify and
  track CPI/LSS practitioners (Belts)
• Training completed date
• Certification project completed date
• Certification date
• Certification

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Supporting/Supported Relationships
Position management structure
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Next Steps

• Classify position descriptions all Services and
  4th Estate
• Complete NSPS CPI objective
• Codify human capital guidance in DoD CPI/LSS
  instruction
• Establish personnel data elements in DCPDS and
  DIMHRS
• Rock the World!

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• Comments or questions?

Howard Seamens, howard.seamens_at_osd.mil, Pentagon
5C842 [phone], DSN 223-0325, Room 5C842