ASN M&RA Lean/Six Sigma Initiative: To utilize Lean/Six Sigma Practices in reviewing ASN M&RA processes to realize, and improve efficiencies

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ASN MRA Lean/Six Sigma InitiativeTo utilize
Lean/Six Sigma Practices in reviewingASN MRA
processes to realize, and improveefficiencies
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The Mandate to Continuously Improve! What Are
Our Leaders Saying?
We simply have to transform this place. It is
every bit as important to the success of the
global war on terrorism as the other things we're
doing. Donald B. Rumsfeld Secretary
of Defense
As stewards of the public trust, it is our
duty to optimize the resources entrusted to us
and to maximize the return on taxpayer
investment. As the recipient of nearly half of
all government discretionary spending, the
Defense Department must look internally to find
more efficient and effective operating methods.
To realize these efficiencies, we must understand
the example of the most competitive and agile
industries in the United States.
ADM Michael G. Mullen
Chief of Naval Operations
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Our current system practices have been aligned to
old mass production principles
Human
Business

• Very specialized labor skill sets inhibits
  workforce flexibility
• Specialization of labor led to repetitive,
  monotonous tasks
• Workers were neither encouraged to think nor
  empowered to make changes
• Workers became lost in matrixed organizations
  without clear reporting responsibilities

• Process villages, created silos and inhibited
  communication
• Bureaucracies are large in size and complexity
• Centralization of control slowed decision making
  capabilities

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Through Enterprise-Level Lean leadership- we can
focus the entire business enterprise and
transform Lean into a key business strategy
Typical Lean
Facility-Level Focus
With Enterprise-level Lean potential benefits
extend to all areas of the supply chain including
overhead and support functions. As a result,
businesses can identify and eliminate structural
factors and root causes of waste throughout the
enterprise.
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Levels of Flow for Lean Six Sigma Efforts High
Level Roll Up with alignment at each level
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WhyLean Six SigmaDefining the Future

• Lean Six Sigma is a problem solving process and
  mindset that significantly improves customer
  satisfaction and organizational value by reducing
  waste and variability in every aspect of our
  business.
• Its not something else we do, it is how we get
  our jobs done.
• Current State Building the Infrastructure
• Leadership Overview (2 Day Executive Course)
• Black Belt Training (TBD) Use BB from Reserves
  (TBD) upon availability/funds
• Lean Six Sigma 2 Day and 5 Day Courses, Project
  Tracing System under design, Certification
  process established, Project Identification,
  Obtainment of a Scholarship, Socialization and
  Organizational Understanding of Change Management
  Practices
• Defining the Future Focus on Delivery
• Learn to use the methodology
• Train Green Belts
• Develop ability to self-sustain

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Lean Basics
What is a Value Stream? What is a Value
Stream?All the actions (both value added
non-value added) required to bring a product from
raw material to the customer.
Whenever there is a product or service for a
customer there is a value stream. The challenge
lies in seeing it.
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Lean Basics
Source The Washington Post (1/10/05)
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Lean Basics

• Value Stream Principles
• Know what customer value is
• Who is the customer?
• What is value added?
• Make the value stream flow eliminate variation
  and waste
• What is value stream ?
• What is variation and waste?
• Focus on the constraints, to deliver customer
  value
• Where are the constraints?
• Get buy-in and commitment to improvement
• How do I manage change?
• Continuously improve processes and products
• What is the process for continuous improvement?

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Lean Basics

• Value Stream Map Example
• (An example of a Human Capital Value Stream)

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Integrated Approach ASN (RDA) and ASN (MRA)
Collaborative Ideas and TTL Group Focus Areas
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Continuous Improvement Efforts
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Theory to Practice
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Six Sigma Approach
Five-phase 6 Sigma approach Define, Measure,
Analyze, Improve, Control. 1. Define The Define
phase sets the expectations of the improvement
project and maintains the focus of Six Sigma
strategy on the customer's requirements. This
phase identifies the product and/or process to be
improved and ensures that resources are in place
for the improvement project. 2. Measure Identify
the key internal processes that influence CTQs
and measure the defects generated relative to
identified CTQs. Defects are defined as
out-of-tolerance CTQs. The end of this phase
occurs when the Black Belt can successfully
measure the defects generated for a key process
affecting the CTQ. 3. Analyze The objective of
this phase is to begin to understand why defects
are generated. Brainstorming, statistical tools,
etc., are used to identify key variables (X's)
that cause the defects. The output of this phase
is the explanation of the variables that are
likely to drive process variation the most. 4.
Improve The objective of this phase is to confirm
the key variables and then quantify the effect of
these variables on the CTQs, identify the maximum
acceptable ranges of the key variables, make
certain the measurement systems are capable of
measuring the variation in the key variables, and
modify the process to stay within the acceptable
ranges. 5. Control The objective of this phase
is to ensure that the modified process now
enables the key variables (X's) to stay within
the maximum acceptable ranges using tools such as
statistical process control (SPC) or simple
checklists.
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The Lean/Six Sigma Approach
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Define Phase

• WHAT is the Define phase?
• The Define phase is the first phase of DMAIC
  methodology. The phase identifies the product
  and/or process to be
  improved and
  ensures that resources are in place for
  
  the improvement project.
• WHY is the Define phase important?
• The Define phase sets the expectations of the
  improvement project and maintains the focus of
  Six Sigma strategy on the customer's
  requirements.
• WHAT are the outputs of the Define phase?
• The outputs of the Define phase are
• The top few critical to quality (project CTQs)
  customer requirements for a product or process
  balanced against strategic GE business
  requirements
• A team charter that describes the purpose and
  goals of the Six Sigma project
• A high-level process map that graphically
  displays the major events occurring in the
  process

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What are we doing?
What tools are we using?
What are the key deliverables?
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One ExampleTop-Down Mapping
Start
F
E
D
C
Stop
D-1
D-2
D-3
D-4
D-5
D-4a
D-4b
D-4c
D-4d
D-4e
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A beginning example in CORB of Lean/ Six Sigma
0-2 Days (Normally same Day)
CORB Mailroom Process Map
Correspondence from Service Member
7 Days
Pentagon Mailroom
CRSC
Open Envelope (CRSC)
(CRSC) Review approve/ disapprove case
Navy Yard Mail Room
Individual Board Process
PEB
Open Envelope (PEB)
(PEB) Review approve/ disapprove case
CORB Mailroom
NDRB
Open Envelope (NDRB)
(NDRB)Review approve/ disapprove case
NCPB
Open Envelope (NCPB)
(NCPB) Review approve/ disapprove case
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Council of Review Boards Project Charter
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NDRB High-Level Process Flow Goal
Z ST 4615 minutes (76.9 Hours)/8
(9.6) Days
Steps 420 Total Steps from Start to
Finish
Steps
Time
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The Hardest Part of Lean/Six Sigma is
Accelerating Change within the Culture
Technology Attack
T x A E
Team / Organization / Cultural Attack (Acceptance
Business Results
Quality of Lean/Six Sigma solution times its
Acceptance Effectiveness
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Transformation (TFX)
This leads us to hit the target!
Future Goals Future Enterprise Value Mapping
Offsite Identification of 1 Contact Point for
LSS in each part of the organization Reach out
to other Organizations and Leverage Intellectual
Capital