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ARMY AL&T


Training Discrepancies Each intern was graduating from his/ her respective internship with various levels of knowledge based on individual training courses, OJT, and rotations completed, at times lacking required competencies to adequately perform journeyman duties. While great oppor- tunities to learn and excel were available, not all interns were given equal access to attend training courses, learn from experienced personnel, and/or rotate through organizations and divisions within the PEO. This lack of stan- dardization resulted in frustration and lowered expectations among senior lead- ership, interns, and specialists/analysts.


As one of the first PEO M&S intern graduates, I feel strongly that interns should be given equal opportunities for training, OJT, and rotations. Today’s interns will soon be leading the acquisi- tion workforce and managing complex weapon systems. Because of the numer- ous issues surrounding this particular area, an LSS project was initiated. LSS provided an opportunity to make a difference in the PEO M&S intern training program.


LSS is an initiative and set of tools that empowers individuals to look at pro- cesses through a different viewpoint in hopes of improving effectiveness and


efficiency. When people hear “LSS”, they typically think manufacturing and production; however, LSS may also be used in the transactional, administrative environment. LSS emphasizes customer satisfaction, a culture of continuous improvement, the search for root causes, and comprehensive employee involvement. LSS uses the five phases of define, measure, analyze, improve, and control. Throughout each phase, tools are used with the end result being an improved process with increased effectiveness and efficiencies.


Intern Training Standardization


The Intern Training Process Improve- ment LSS Black Belt Project problem was defined as follows: “Interns gradu- ate from the PEO M&S intern program with various levels of knowledge and lacking required competencies.” The objective was to develop a meaningful and successful intern training program that ensures all interns graduate with required competencies. The standard- ization of the training plan would reduce variation and time spent work- ing/staffing the plan and minimize time spent in unnecessary training and rotations. Cost avoidance was projected in training/registration and associated costs and amount of time spent devel- oping future training plans.


Dual sponsorship for this black belt project consisted of the Close Combat Weapon System Project Office (CCWS PO) Business Manager and the PEO M&S Business Manager. The process improvement team included represen- tatives from PEO M&S staff and POs with assistance from the U.S. Army Acquisition Support Center and other organizations. Since a majority of the team had experienced the problems firsthand, they were willing to go the extra mile to see a change in the pro- cess. Additionally, several of the team members were familiar with LSS, per- mitting the use of more advanced tools.


For data collection and root cause analysis, surveys were sent to individu- als ranging from newly hired interns to senior business managers to gain a better understanding of the required competencies. Data was also collected from the team to determine why intern training plans varied so greatly among the PEO POs. Data was compiled and box plots were developed, depicting ratings of training courses, rotations, and curriculum to help interns meet required competencies.


Data was analyzed to determine accep- tance range, based on box plots and team input. This acceptance range deter- mined exactly which training courses and rotations would be mandatory for interns, based upon course curriculum and required competencies for each series. The root causes of the problem were identified through the analyze pro- cess. Root causes were defined as intern training plans including training only, unnecessary training and rotations, and/or lack of training and rotations to gain the required competencies.


CCWS former and current business management interns, from left to right, are Misty Glover, Cheree Hastings, Elois Powell, Corrie Hughes, Regeana Williams, Lacey Harrison, Robert Weaver, Kalie Meadows, Kara Light, Karen Carden, and Josie Hampton, standing behind the new Javelin statue at PEO M&S. (Photo courtesy of the CCWS PO.)


Based upon acceptance range and root causes, intern training plans were devel- oped for the positions of 1102 Contract Specialist, 1515 Operations Research Analyst, 0343 Program Analyst with Financial Management emphasis, and 0343 Program Analyst with Review and


JULY –SEPTEMBER 2010 87


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