ARMY AL&T
also incorporate feedback from the members of each class to further improve the content. The pilot training program aims to enable workforce members to become more effective problem solvers and better process managers, with a goal of 2-3 percent efficiency improvements each year in each organization, said Moulton.
Course creators selected CPI competen- cies from a host of industry and DOD organizations to include the American Society for Quality; DOD itself; the U.S. Army Armament Research, Development, and Engineering Center; and PEO Missiles and Space.
“We looked at a host of organizations and their training packages. We took the best of all of them and put them together, reducing the training cycle time by 50 percent. We are not only teaching the LSS methodologies, but we are teaching them CPI approaches,” said Wava Johnson, Army LSS Black Belt and ASAALT’s LSS Training and Certification Program Manager.
As a result, the Green Belt LSS, or apprentice-level course, was reduced from two weeks to one week; the Black Belt LSS, the more advanced or journeyman-level course, was reduced from four weeks to two weeks.
Built-In Flexibility Pilot courses also have built-in modu- larity and flexibility. Training can be specially tailored to meet the needs of executives and senior leaders who may not be able to attend classes because of busy schedules. Courses can be pre- sented in a series of shorter sessions that
What you are looking to do is get a level of proficiency systemically deployed across an organization that can use the tools, speak a common language, and be able to use problem-solving techniques in a very structured, uniform way. That really drives the cultural change.
bring the information to executives and busy project managers, allowing them to complete LSS projects and make sig- nificant improvements using a variety of CPI methodologies, Johnson said.
Some of the core precepts of the training include instruction in an LSS approach known as Define, Measure, Analyze, Improve, Control (DMAIC)—a method of identifying and analyzing a particular problem before implementing a solution to improve the efficiency of a given business process.
“We’re building our fundamentals under the DMAIC process. When a person gets training, we mentor them through the entire process. They have to grow as a practitioner with every single project. Our mind-set is if we are going to deploy this, we want everybody to be of the same mind. We want to create a cultural change in our organization,” said Frank J. De Luca Jr., Assistant Program Executive Officer for Strategic Planning and Operations, PEO Missiles and Space (See related article on Page 73). Students are presented with busi- ness scenarios and problems to which they can apply the LSS approach.
“We teach them statistics, how to develop process maps, value-stream
The courses have been designed based on
feedback from PEOs and students who want them to be more focused on the student’s need to solve the problem being addressed in a CPI/LSS project.
72 APRIL –JUNE 2011
KRIS OSBORN is a Highly Qualified Expert for the ASAALT Office of Strategic Communications. He holds a B.A. in English and political science from Kenyon College and an M.A. in comparative literature from Columbia University.
mapping, how to do team development, and how to use a host of well-defined tool sets. We help to bring that into an enterprise or technical environment. We give specific examples of scenarios or past projects,” Chiodo said. “We continuously benchmark major corpora- tions and other services for best practices in all these methods, techniques, and tools. We take a look at incorporating them to improve our practices.”
The course is for ASAALT employees selected by their leaders to attend. Individuals attending should be of the highest caliber, Johnson said. There is no cost to the organization for those attending the course.
Pilot courses have been conducted recently by PEO Missiles and Space, PEO Integration, PEO Command, Control, and Communications- Tactical, PEO Ammo, and Joint PEO Chemical and Biological Defense. Based on the positive feedback and enthusiasm generated by the initial courses, additional courses are being planned and will be listed in the Army’s Training Requirements and Resources System,
https://www.atrrs.army.mil, when they are available for enrollment.
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88
