Case Studies
Lean Six Sigma: US Army
Client profile
The US Army’s Chemical Materials Agency (CMA) is the world leader in programs to store, treat, and dispose of chemical weapons safely and effectively. The agency develops and uses technologies to safely store and eliminate chemical weapons while protecting the public, its workers, and the environment. CMA is based at the Edgewood area of the Aberdeen Proving Ground in Maryland.
Challenge
The Department of Defense and Department of Army directed CMA to implement a Lean Six Sigma (LSS) Program. To that end, the director of CMA tasked the Risk Management Directorate to develop and execute an implementation policy that would foster a continuous improvement process. All senior level managers had attended formal LSS training and an Executive Steering Group (ESG) had been formed. The ESG is the final authority for all matters concerning LSS implementation. LSS is to be implemented in Edgewood and CMA bases in Tooele, UT; Anniston, AL; Pine Bluff, AR; Bluegrass, KY; Umatilla, OR; Pueblo, CO; and Newport, IN.
GP solution
GP and its partners assisted CMA in the development and deployment of a LSS program policy that permeates the entire organization. This program is continuing.
GP has provided Master Black Belts and Black Belts with proven track records. They are adept at implementing a LSS culture in large, complex organizations, possess strong instructional technology expertise, and have experience in major program development and deployment. These individuals also have solid backgrounds in business and organizational transformation coupled with long histories of applying LSS for transactional operations and manufacturing. The scope of work includes:
- Supporting the LSS core team in the development and deployment—applicable throughout the command—of a Lean Six Sigma policy and handbook that includes: training plan; LSS organization; goal setting; metrics and project tracking. They are also assisting in the development and maintenance of a program-wide database and administration of a web site for managing all activities and results and for report development; helping with the development and issuance of material for promoting the program; assisting with the selection of Belts; developing rewards and recognition; and defining the roles of the Executive Steering Group (ESG), Site ESGs, Champions, Sponsors, Process Owners, Belts, and team members.
- Coaching the LSS Deployment Champion, HQ and site ESG members, and Sponsors in leading and performing LSS duties, especially as related to demonstrating leadership, setting and deploying goals, sponsoring projects, and sustaining change.
- Applying instructional systems technology and human performance strategies to design and conduct a needs assessment.
- Developing a training plan with testing and certification to include (but not limited to) Champion, Green Belt, Black Belt, and team member training. Conduct a portion of the training on site.
- Tracking training and provide certificates of completion or certification.
- Coaching Belts as they lead or perform process improvement projects.
- Conducting toll gate reviews.
- Providing Black Belts or Master Black Belts to lead selected process improvement projects.
Results
As a result of GP’s LSS implementations:
- Site ESG’s are acting autonomously, or nearly so
- Project cycle times are recognized as among the best in the Army
- Multiple projects are producing hard-dollar savings. Representative results include the following:
- 60% reduction in risk mitigation operating time
- 15-day cycle time reduction, 25% staff reduction, and 300% increase in output for an environmental-compliance process
- Total program cost savings are showing an ROI: 4.25 times the total training-plus-consulting dollars
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