U.S. Army Cadet Command

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U.S. Army Cadet Command

• Lean Six Sigma - White Belt Training

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TRAINING INSTRUCTIONS

• L6s Familiarization (White Belt) introduces all
  personnel (military, DAC, and contractors) to the
  five principles of Lean and the basic L6s tools.
  This one hour training consists of an initial L6s
  PowerPoint briefing and information packet to
  include the USACC L6s Deployment Plan, a
  reference list of websites and books for personal
  study/improvement.
• Upon completion of training, click on the link to
  print your Certificate of Training, and place in
  your individual training folder.

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• What is Lean Six Sigma?
• Why implement Lean?
• What are the principles of Lean?
• What is expected?
• What are some tools?

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What is Lean Six Sigma (L6s) ?
Lean
Value emphasis and waste reduction.
Six Sigma
Data analysis methodology used to reduce
variation in a process and make the process more
efficient.
Therefore
Lean Six Sigma is a process whereby waste is
identified and eliminated THEN, data analysis is
used to further improve the process.
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Why Implement L6s ?

• Eliminate Waste.
• Improve Overall Efficiency.
• Decrease Man-hours for Processes.
• Provide of Sufficient Quality and Quantity 2LTs
  to the Army.
• Increase Productivity and more Efficient
  Spending of Time and Operational Funds.

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L6s Within the Army

• L6s is being implemented Army-wide.
• USACC, among other commands, is a leader in this
  implementation.
• The L6s philosophy corresponds with the Secretary
  of the Armys management philosophy.

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The Five Principles of Lean
VALUE What customers are willing to pay
for. VALUE STREAM Everything (steps) that go
into creating and delivering the value to the
customer. FLOW One-by-one and non-stop
challenges us to reorganize the value stream to
be continuous. PULL The force from demand of
our downstream customers. PERFECTION Challenges
us to create compelling quality (defect free)
while also reducing cost.

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Lean Implementation Roles Responsibilities
Board of Directors (BOD) Consists of the CG,
DCG, CSM, and both Region Commanders. Sets
strategic goals and objectives for the
Command. Executive Steering Committee (ESC)
Consists of HQCC Chief of Staff, Assistant Chiefs
of Staff, Directors, Special Staff Principles,
and both Region Chiefs of Staff. Makes
recommendations to BOD on operational issues/
challenges. Champion (Lean) Currently the DCG.
Reports directly to the CG about L6s matters,
and coordinates/directs actions of HQCC Lean
Team. Lean Team Full-time Black Belts and
temporarily assigned Green Belts responsible for
managing and facilitating the commands L6s
process-improvement activities. Process
Owners/Sponsors (Value Stream Champion) Owns
the improvement plan and removes barriers.
Responsible for implementing changes to a process
(directors and commanders). Master Black Belts
(MBB) Contracted position responsible for
training, educating, and mentoring the L6s Green
Belts (GB) and Black Belts (BB).
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Lean Implementation Roles Responsibilities
Black Belts (BB) Lead large projects assist
Value Stream Champions to improve processes
mentor Green Belts. Usually full time. Green
Belts (GB) Lead small to medium projects, and
assist BBs with large projects plan and execute
Rapid Improvement Events (RIE). Usually part
time. Yellow Belts (YB) Work as team members on
GB projects and assist GBs with RIEs. White Belts
(WB) Have a basic awareness of the L6s process
and may participate on RIEs. Team Leader Leads
RIE teams. Team Members Participate on project
teams or RIE teams. Stakeholders Have a
vested interest, special concern or stake in
the process, though may not actually be directly
involved in the process, nor use the product.
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Lean Implementation Map

• Owns vision, direction, business results
• Leads change
• Allocates Resources

Lean Team
USACC Staff Cadre
Executive Leadership (ESG)

Value Stream Champion
Lean Champion (DCG)

• Process Owner (Sponsor)
• Owns Rapid Improvement Plan
• Owns Redeployment Plan
• Owns financial results
• Removes Barriers

• Internal Deployment Leader
• Owns Deployment Plan
• Owns Communication Plan
• Captures Metrics

All Employees
Team Leaders

• Provide data and voice of customer
• inputs to VSA, RIE, and Projects
• Apply concepts to their own jobs
• and work areas
• Participate in Continual-Change
• Process

Master Black Belts

• RI or RIE Team or Project
• specific support
• Part-time

• Trains Black Belts / Green Belts
• Leads Complex Projects
• Part-time contracted position

TeamMembers
Black Belts
Green Belts

• RI or RIE Team or Project specific support
• Part time

• Leads large projects
• Coaches Green Belts
• Full-time position

• Lead small-moderate projects
• Support Rapid Improvement Teams
• Full or part time role

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Lean Deployment Process
Executive Planning Session (EPS)
BlackBelt (BB)/Sensei, 2 days, 6-7 Value streams
Value Stream Analysis (VSA)
BB/Sensei, Value Stream Champion (VSC)
2-3 days, Develop RIP
Rapid Improvement Plan (RIP)
BB/VSC, Plan RIE, Projects, or Just-Do-Its
Projects (notional 3-6 months)
Rapid Improvement Event (RIE) (7 week cycle)
Just Do Its
BB
Value Stream Champion Execute
Team Leader Team Members GreenBelt (GB)
Facilitate
Team Leader Cross-Functional Team BB GB (assist
as needed)
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What are some tools?

• DMAIC (Dee-MAY-ick) Process for process
  improvement.
• SIPOC Tool used to visualize and bound the
  value stream.
• Value Stream Analysis (VSA) Model used to
  identify the value in a process, and value to the
  customer.
• Rapid Improvement Event (RIE) Focuses on
  particular aspect of a process that can be
  changed within a week.
• Charter Document that outlines and identifies
  the purpose of quality improvement project or
  event.

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DMAIC
DEFINE
ANALYZE

• Define the Problem
• Define Scope / Boundaries
• Define the Case for Action
• Define the Sponsor
• Commit Resources
• Define Customer Value
• Define Expected Benefit
• Define the Vision

• Observe As Is Baseline
• Describe the Situation
• Measure Actual
• Obtain Process Inputs (Xs)
• Obtain Process Outputs (Ys)
• Determine Process Capability
• Develop Process Map
• Determine Cause and
• Effect Relationships

• Understand
• ID Potential Causes
• ID Solutions for Improvement
• Summarize Prioritize Solutions
• Plan the Improvements

IMPROVE
CONTROL

• Reduce Waste
• RIE
• Reduce Complexity
• Reduce Variability
• Conduct Pilots
• Run Pilots, Gather Data
• Design Controls
• Plan Implementation
• Deploy Improvements

• Implement Controls
• Assess and Adjust
• Train personnel
• Update Priorities
• Plan Next Steps
• Identify Potential Follow-on Projects
• Publicize Recognize
• Knowledge Sharing
• Document Share Knowledge
• Solicit Sponsor Team Feedback
• Capture Lessons Learned

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SIPOC
Start
Stop
C U S T O M E R S
S U P P L I E R S
INPUTS (Sources of Variation)
OUTPUTS (Measures of Performance)
Process (Value Stream)
People
PROCESS A blending of inputs to achieve the
desired outputs
Material
Service
Equipment
Policies
Product
Procedures
Methods
Completed Task
Environment
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12 Step Value Stream Analysis (VSA)

• 1 SIPOC
• 2 DEFINE THE BOUNDARIES (START/FINISH)
• 3 VOICE OF THE CUSTOMER (VALUE)
• 4 SET UP THE CURRENT STATE MAP

Prepare and See the Process
5 WASTE WALK 6 CREATE CURRENT STATE MAP (GATHER
DATA) 7 SPAGHETTI MAP / CIRCLE DIAGRAM (INFO
FLOW) 8 FLOW ANALYSIS
Current Conditions
9 CREATE IDEAL STATE MAP
Visualize the Perfect State
10 DEVELOP FUTURE STATE MAP (612 Months) 11
DEVELOP FLOW LAYOUT 12 RAPID IMPROVEMENT PLAN
(ACTION PLAN)
Lead the Way toward it
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Current State Map
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Ideal State Map
Prequalify
Processing
Sign Contract

• Ideal State Characteristics
• Web-based advertising
• Pre-educated prospects
• No of scholarship constraints
• On the spot offers
• Already qualified prospects
• Full ride or full tuition
• All info obtained electronically
• Compatible CPU Systems (Database)
• More residential knowledge on Campus (PMS/ROO)
• If you qualify, you get a scholarship
• Automated OML Data mining
• Contact to contract in 30 days
• One decision maker for waivers
• No regulatory constraints
• No delays in MER disposition
• Unified accessions database
• ROTC programs dont recruit someone else does
  (Army Recruiters)
• People would know that ROTC is out there

EXAMPLE LIST
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Future State Map

• Green Value Added (VA)
• Customer wants it.
• Changes fit, form, or function.
• It is done right the first time.
• Red Non-Value Added (NVA)
• Does not meet the 3 criteria of VA.

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Recruiting VSA Baseline vs Potential
EXAMPLE
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Rapid Improvement Event (RIE)

• Action oriented
• leaned process in place and functioning by
  close of event
• 90-120 day return on investment
• creativity before capital
• Learning by doing
• Transform the Value Stream
• Structure
• 3-5 days in length
• 3-5 teams Cross functional teams
• 6-8 people per team
• Seven week improvement cycle
• 3 weeks preparation
• 1 week execution
• 3 weeks follow-up

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Rapid Improvement Event Cycle

Preparation communication Determine team
requirements Gather data for throughput, flow,
etc.
Preparation 3 weeks before
Specific type of event schedule (3-5 days) Day 1
- Training on tool / current conditions Day 2 -
Future conditions / effect change plan Day 3 -
Plan the changes / POAM Day 4 - Run the
changes Day 5 - Systemize changes

Execution The Event

1st week after - Make the changes work 2nd week
after - Dont relax 3rd week after - Sustain
Follow-up 3 weeks after
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Recruiting Value Stream Analysis Charter
Reduction of man-hours required to recruit
(contact to contract) a sufficient number of
quality cadets to make the commission mission.
The deliverable is a Rapid Improvement Plan to
make necessary changes to process and lock in
place within 12 months.
Team Members
Jim Ainslie (GB), LTC Wadsworth, MAJ George,
CPTs Daniels Trotter G-2 Aubrey Butts (GB),
Phyllis Kuberek (GB), Nedda Brighton, Rick
Nauck, Tammie Lisa Sylve G-1 Mary Lou Stoddard
(GB) G-6 Joe O'Donnell, LTC Nadeau, LTC Vacchi,
CPT Hoch, CPT Heape, 2LTs Haywood Reeves
ER LTCs DeGroat Galgano, CPTs Medina
Ballinger WR Jackie Allen Pierce CAR
Reduce Lead Time by 25 Increase Productivity by
15 Reduce cycle times by 10
COL Hoff
Make it faster and more accurate Allow on-line
status checks of DoDMERB physical and security
clearance status Results in 6800 contracted MS
IIIs
Lean Champion
BG Montjar
Recruiting process takes between 220 and 230 days
(mean) Recruiting process takes between 103 and
114 days (median)
Process takes too long Variation from one cadet
to another Variation from one location to
another Several sub-processes outside Commands
control
Lean Champion____________________________ Process
Owner_____________________________
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CONGRATULATIONS!!!

• Congratulations you are now a Lean Six Sigma
  White Belt.
• On the next slide, insert your name, then print
  the certificate and place in your training file.

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THE UNITED STATES ARMY CADET COMMAND
This is to certify that Patrick Readmond Has
completed the required training and has a basic
level of understanding in Lean Six Sigma
philosophy and creative problem solving and is
hereby acknowledged to be an Army Cadet Command
Doyle D. Broome
William S. Warner
September 3, 2009
BG Doyle D. Broome, Jr. DCG, L6s Champion USACC
LTC William S. Warner USACC Black Belt Strategic
Initiatives Group
Date Certified
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U.S. Army Cadet Command

• Lean Six Sigma
• sixsigma_at_usacc.army.mil