dod lean six sigma
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- 1. Lean Six Sigma April 7, 2008 Ms. LaDona Kirkland
- Mr. JD Sicilia
- Director, DoD Lean Six Sigma Program Office
- DUSD Business Transformation Office
- J.D. Sicilia
- DoD Lean Six Sigma Program Office
- 4. Executive Summary
- DoD has a strategic imperative to institutionalize continuous process improvement
- Lean Six Sigma is the method of choice
- Lean Six Sigma provides a balanced and holistic improvement methodology
- Proven robust in both commercial and government applications
- DTIC has embraced Lean Six Sigma
- DoD Lean Six Sigma Program Office stands ready to support your deployment
- 5. The Department of Defense is engaged in an historic Lean Six Sigma deployment
- $515M budget and 5M people; the largest deployment ever undertaken
- Similar to deploying LSS across a country!
- 6. The stakes are high DoDs future success depends on Agility
- The world around us continues to change
- Middle East
- Dynamic political/military situation
- Are DoD organizations agile enough to face the next crisis?
- With a full workload now, what gets dropped?
- Do our people and processes have the capacity to respond immediately?
- Is our workforce agile enough to face the next crisis?
- The status quo is unacceptable LSS provides the Warfighter a focused, enterprise framework for continuous improvement
- 7. DoD leadership has chosen LSS based on its proven effectiveness April 30, 2007 DEPSECDEF memo
- Assign a CPI/LSS focal point to coordinate with the DoD CPI/LSS Program Office.
- Establish a 12 to 18 month workforce training objective of 1% LSS black belt trained and 5% green belt trained personnel. Personnel selected should include top-rated staff members.
- Include CPI/LSS in individual employee performance objectives.
- Provide support to the DoD CPI/LSS Program Office in DoD-wide process improvement initiatives.
- Report progress and outcomes of ongoing and completed CPI/LSS projects and activities to the DoD CPI/LSS Program Office every 30 days initially.
- 8. So what makes LSS so good?
- Lean Principles:
- Specify what creates value from the customers perspective
- Identify all the steps along the process chain
- Make those processes flow
- Make only what is pulled by the customer
- Strive for perfection by continually removing wastes
- 6 Sigma*:
- If you cannot express what you know in numbers, you dont know much about it;
- If you dont know much about it, then you cant control it;
- If you cant control it, you are at the mercy of chance.
- 9. Lean Six Sigma is customer driven
- Voice of the Customer (VOC)
- Confirming the VOC is critical for a successful Lean Six Sigma project
- Lean Six Sigma is all about meeting or exceeding customer needs or Critical to Quality (CTQ)
- Many projects fail because the VOC is not correctly captured or confirmed
- 10. The two methods are complementary
- Lean is a methodology that evaluates processes with a focus on
- Lean aims to cut waste and remove non-value added activities
- Waste and value are measured with respect to the customers requirements
- 11. Why is variation a critical point of emphasis? 6 Process Process 6 = 99% Good = 99.99966% Good
- 20,000 lost articles of mail per hour
- 5,000 incorrect surgical operations per week
- 200,000 wrong drug prescriptions each year
- No electricity for almost 7 hours each month
- 7 lost articles of mail per hour
- 1.7 incorrect surgical operations per week
- 68 wrong drug prescriptions each year
- 1 hour without electricity every 34 yrs
- 636,000 lost articles of mail per hour
- 159,000 incorrect surgical operations per week
- 6.36M wrong drug prescriptions each year
- No electricity for approximately 2 days per week
- 12. DTIC has started its LSS journey
- 8 Green Belts trained
- 8 Projects in progress
- 13. LSS can be used to improve DTICs core functions LSS is fundamentally customer focused: the methodology addresses review and improvement of transactional process including customer facing pro
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