$ MEASURE DEFINE CONTROL
Activities • Identify problem. • Validate problem statement.
• Gather voice of the customer and business
• Develop CCRs and CBRs. • Validate goal statement. • Validate business case. • Validate project scope. • Select and launch team. • Develop project schedule. • Complete define tollgate.
Tools • Project charter. • Project selection tools. • Value stream map. • Various financial analyses. • Effective meeting skills. • Stakeholder analysis. • Communication plan. • SIPOC map. • High-level process map. • Project management tools. • VOC and Kano analysis. • RACI and quad charts.
• Appropriately map process.
• Identify key input, process and output metrics.
• Develop operational definitions. • Develop data collection plan. • Validate measurement system. • Collect baseline data. • Develop working cost estimate.
• Determine process performance/ capability.
• Complete measure tollgate. • Process mapping. • Process cycle efficiency. • Little’s law. • Operational definitions. • Data collection plan. • Statistical sampling. • Measurement system analysis. • TPM. • Generic pull. • Setup reduction. • Control charts. • Histograms. • Constraint identification. • Process capability.
• Identify potential root causes. • Reduce list of potential root causes.
• Confirm root cause to output relationship.
• Estimate impact of root causes on key outputs.
• Prioritize root causes. • Complete analyze tollgate. • Value analysis. • Process constraint ID. • Takt time analysis. • Cause and effect analysis. • FMEA. • Hypothesis tests. • Correlation analysis. • Simple and multiple regression. • ANOVA. • Components of variation.
• Conquering product and process complexity.
• Queuing theory.
• Develop potential solutions and evaluation criteria.
• Select best solutions. • Develop ‘to-be’ process map(s). • Develop pilot plan. • Pilot solution. • Develop full-scale implementation plan. • Complete improve tollgate. • Brainstorming. • Replenishment pull/kanban. • Stocking strategy. • Process flow improvement. • Process balancing. • Analytical batch sizing. • Total productive maintenance. • Design of experiments. • Solution selection matrix. • ‘To-be’ process mapping. • Poka-yoke (mistake-proofing).
• Implement mistake-proofing.
• Develop SOPs, training plan and process controls.
• Implement solution and ongoing process measurements.
• Identify project replication opportunities. • Develop final cost estimate. • Complete control tollgate. • Transition project to process owner. • Control charts and SPC. • SOPs. • Training plan. • Communication plan. • Implementation plan. • Process control plans. • Visual process control tools. • Project replication. • Project commissioning. • Team feedback session.
ANOVA – Analysis of variance CCR – Critical customer requirements CBR – Case-based reasoning DOE – Design of experiments FMEA – Failure mode and effects analysis RACI – Responsible, accountable, consulted and informed*
KEY
SIPOC – Suppliers, inputs, process, outputs and customers** SOP – Standard operating procedure SPC – Statistical process control TPM – Total productive maintenance VOC – Voice of the customer
* A RACI chart is a matrix of all the activities or decision-making authorities in an organization matched against all of the roles. At each intersection of activity and role, it is possible to assign somebody as Responsible, Accountable, Consulted or Informed.
** A SIPOC diagram defines a scope of work and identifies the potential gaps between what a process expects from its suppliers and what customers expect from the process.
LOADING THE TOOLKIT
The Army approach to using LSS for CPI uses the five-phase DMAIC process, which instills a data-driven, empirical approach to problem-solving. Giving CPI practitioners access to training in a variety of problem-solving methodologies will translate into programs that yield better financial and operational benefits for the Army. LSS is not the only tool, however. Some Army organizations have successfully used others. (SOURCE: U.S. Army Office of Business Transformation)
Today, we find many Army organizations reducing their CPI capabilities, ostensibly to decrease organizational operating costs and manning requirements—exactly what CPI is intended to do. Tat leaders are cutting such a capability indicates a conundrum. Te problem is not with CPI itself, but rather its implementation in the Army over the last decade—almost exclu- sively via the LSS methodology. To achieve a true CPI capability for the Army, we must advance our approach on improvement strategies by implementing all of the CPI tools available and addressing how they apply to various challenges, while insisting that practitioners focus on results rather than adhering strictly to a particular methodology.
EARLY EXPECTATIONS Efforts to implement CPI methods have existed in Army orga- nizations since at least the late 1990s. Leadership at the HQDA
level formally embraced CPI in 2005 by issuing memorandums establishing business transformation goals and specifying the adoption of Lean and Six Sigma methods. Te establishment of an LSS Program Office and “LSS capability deployments” to select organizations followed. With program launch came high expectations that included goals of multibillion-dollar savings and operational benefits after the first few years. While some LSS deployments have achieved impressive financial and opera- tional benefits, the early goals have not been met Armywide.
A review of the Army CPI program today reveals a mixed pic- ture. Nearly 13,000 Soldiers and Army civilians have been trained as Green Belts (GB), Black Belts (BB) or Master Black Belts (MBB); however, the percentage of these candidates that actually completed an initial project and earned the certifica- tion is hovering below 30 percent for GB and BB and less than
ASC.ARMY.MIL 93
IMPROVE ANALYZE
BBP 3.0
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 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156
