$
By having an agile, responsive and focused cadre of CPI practitioners helping solve problems, the Army is poised to save billions of dollars and gain efficiency in leaning its processes.
and the problem to be solved, analyz- ing causes and effects, and developing and implementing a course of action to achieve a desired end state.
Te value of the Army’s approach is that it arms practitioners with a time-tested scientific methodology that is repeat- able and auditable. It makes available a wide variety of problem-solving tools and instills
a data-driven,
solving problems. Tere exist many more tools that, unlike Lean or Six Sigma, are not part of an Army-level program but nonetheless have been tremendously successful when applied appropriately in select Army organizations. Examples of other methodologies
in use within the
Army include value engineering, system dynamics, International Organization for Standardization certification, total quality management, the Baldrige Per- formance Excellence Program and high reliability organization theory.
It is not possible for every organization to practice every possible CPI method- ology, nor is it desirable. Organizations should develop an understanding of problem-solving fundamentals, selec- tively adopt CPI tools based on their unique requirements and acknowledge that every organization may benefit from at least one or two of the tools. In some cases, LSS may be the right methodology, but having concentrated all of our CPI expectations on LSS at the Army level, we should not now be surprised that our expectations are unmet.
empirical
approach to solving nearly any prob- lem. Te breakdown between theory and practice occurs when practitioners attempt to follow the methodology in a lockstep manner every time, instead of adapting it to fit the complexity of real-world problems. Tis
is not an
indictment of our practitioners; it is more about the way in which we train and develop practitioners and one more reason that LSS has had limited impact in improving some of the Army’s most significant and recurring business pro- cess challenges.
While CPI is larger than LSS, the two often are spoken of as if synonymous. Lean and Six Sigma are just two sets of tools that an organization can apply to
When an Army organization does find an effective solution to a CPI challenge, the solution often fails to propagate across the enterprise, even while other organiza- tions are struggling with a nearly identical problem. Tis is essentially a matter of knowledge management, but simply cre- ating an online repository is not enough.
Te Army already possesses a repository in PowerSteering, the Army system for tracking LSS projects, which is available by invitation to LSS belt candidates. But the Army lacks a capability to identify successful, replicable projects and dis- seminate them across the service. Every year, the undersecretary of the Army rec- ognizes outstanding business CPI project efforts through the Lean Six Sigma
Excellence Awards Program (LEAP), based on the outcomes achieved. While LEAP serves to highlight excellence in CPI for the broader community and pro- vides an additional incentive to achieve results, it is based on agency and com- mand nominations—not on rigorous data mining using an effective knowledge management capability encompassing all completed projects. We need to do more to reap the benefits of real successes Armywide. As is the case with a lot of Army programs, there are many know- ledge management and capture tools, most of which have been developed inde- pendently, with different owners, and consequently are not interoperable. Tat’s one of the reasons it is very difficult to do rigorous data mining—and one of the reasons that OBT views this capability as critical to the success of truly lasting CPI.
TOWARD A CPI CAPABILITY Te OBT is charged to “assist the Army in transforming its business operations across the Army enterprise to more effectively and efficiently use national resources.” OBT must assist the Army in moving beyond LSS to develop, integrate and support broad-spectrum CPI meth- odologies. To be successful, stakeholders across the enterprise must collaborate to accomplish these six objectives:
1. Ensure that practitioners have access to training in various problem-solving methodologies. After evaluating the vast number of CPI methods available and gaining input from the field, OBT needs to provide access to the training through in-sourced and out-sourced classroom and online instruction.
2. Arm practitioners with methods and means to advance CPI and embrace their role as change agents. Rather than simply training individuals from around the Army and sending them back to their organizations,
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