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National GuardBlack Belt Training

Module 01

Introduction

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Learning Objectives

Class introductions

Review training materials and software

Establish code of conduct, expectations, and logistics

Understand the adult learning environment

Review CPI methodology and topics to be covered in class

Use data to establish a Continuous Process Improvement (CPI) baseline for the class

Establish project presentation expectations

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Class Introductions

Name

Organization/division/unit/location

Years experience

Hobby/interest/fun fact

Project problem statement

Expectations for class

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Ground Rules

Cell phones, blackberries, pagers etc. turned off

One conversation at a time

Treat everyone with respect

Interaction is essential – Ask questions / participate

Share experiences that relate to the topic

Be on time

Take frequent breaks to stay fresh

Have fun!

Others: ____________________________

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5

Classroom Logistics

Class hours

Safety

Fire exits and where to congregate

Trips and other hazards

Restroom facilities

Breaks

Lunch accommodations

Others?

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Module Format

Learning Objectives / Agenda

Lecture

Exercises

Takeaways

Q&A

Parking lot

Plusses (+) and deltas ( )

Knowledge assessments and course evaluations

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How Do We Learn?

Presentation 5%

Reading 10%

Audio-Visual 20%

Demonstration 30%

Discussion Group 50%

Practice with Feedback 75%

Teach Others/Immediate Use 80%

RetentionRate

Time PressuredContent FocusedSpray and Pray

Learner Focused

InteractiveTime-Consuming

TeachingTechniques

Characteristics

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Our Learning Environment

Pre-work (Project Charter)

Classroom concept lecture/discussion

Classroom application – Instructor-led

Classroom application – Team-led

Classroom team teach back

Homework assignments and debrief

Knowledge assessments – Individual

Application to your project – BB-led

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Our Learning Focus - CPI Methods and Tools

“As-Is Flow” “To-Be Flow”

Lean Tools Increase Efficiency

Simplify Work Flows

Focus On High-value Steps

Eliminate Waste

Product or Service Outputs

DMAIC Methods

Six Sigma Tools Increase Effectiveness

Reduce Variation

Eliminate Defects

CPI methodologies

complement each

other

The customer is the

driving force behind all

improvement efforts

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DMAIC

One of several Lean Six Sigma methodologies providing a structured approach to problem-solving within the following 5 phases: Define, Measure, Analyze, Improve and Control

8-Step Process

AFSO21 structured approach to Lean problem-solving using an 8-step process

CPI Methods

1.Validate the

Problem

4. Determine Root

Cause

3. Set Improvement

Targets

5. Develop Counter-

Measures

6. See Counter-MeasuresThrough

2. IdentifyPerformance

Gaps

7. Confirm Results

& Process

8. StandardizeSuccessfulProcesses

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CPI Tools

“Six Sigma”

Term originally comes from statistics

Statistics help us measure and understand both individual data points, averages, and variation in a process or service

Primary focus is achieving improvements in service quality and cost

“Lean”

Focus is eliminating non-customer value added waste in a process or service

Result is reducing service lead times, improving on-time delivery performance, and reducing cost

“Lean Six Sigma”

Combines the speed and power of both Lean and Six Sigma tools

“Only a fast and responsive process is capable of achieving high quality, and only a high quality process can sustain high velocity”

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CPI Process Road Map - Overview

• Identify Problem

• Validate Problem

• Establish Strategic

Alignment

• Gather Voice of the

Customer & Business

• Create Goal Statement

• Validate Business Case

• Determine Scope

• Select Team

• Develop Timeline

• Communicate Plan

• High-Level Process Map

• Complete Define Gate

• Implement Mistake Proofing

• Develop SOPs, Training Plan

and Process Controls

• Implement Solution

• Establish Ongoing Process

Measurements

• Identify Project Replication

Opportunities

• Estimate Final Financial /

Operational Benefits

• Transition Project to Process

Owner

• Develop Audit / Response

Plan

• Create Final Storyboard

• Complete Control Gate

• Identify Potential Root

Causes (Fishbone, 5

Whys, etc)

• Reduce List of Potential

Root Causes (Affinity,

Pareto, etc)

• Confirm Root Cause to

Output Relationship

• Estimate Impact of Root

Causes on Key Outputs

(Hypothesis Tests,

Regression, etc)

• Prioritize Root Causes

(XY Matrix, etc)

• Complete Analyze Gate

• Map Current Process

• Go & See Process

• Identify Bottlenecks

• Create Value Stream Map

• Identify Key Input, Process

and Output Metrics

• Develop Operational

Definitions

• Develop Data Collection

Plan

• Validate Measurement

System

• Collect Baseline Data

• Identify Performance Gaps

• Complete SWOT Analysis

• Estimate Financial /

Operational Benefits

• Determine Process Stability

• Determine Process

Capability

• Complete Measure Gate

• Develop Potential Solutions

• Develop Evaluation Criteria

• Select Best Solutions

• Apply Lean Concepts

• Develop Future State

Process Map(s)

• Develop Pilot Plan

• Pilot Solution

• Develop Full Scale Action /

Implementation Plan

• Complete Improve Gate

1.Validate the

Problem

4. Determine Root

Cause

3. Set Improvement

Targets

5. Develop Counter-

Measures

6. See Counter-MeasuresThrough

2. IdentifyPerformance

Gaps

7. Confirm Results

& Process

8. StandardizeSuccessfulProcesses

Define Measure Analyze ControlImprove

8-STEP PROCESS

Integrated CPI Methods & Tools

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Six Sigma Baseline

Where are we as a class? Our personal knowledge:

1 – I have never used statistical methods

2 – I use some data occasionally

3 – I use data frequently

4 – I almost always use data and know what to do with it

5 – I should be teaching this stuff

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Lean Baseline

Where are we as a class? Our personal knowledge:

1 – I have never used lean tools/techniques

2 – I use lean tools sometimes

3 – I use lean tools a lot

4 – I always use lean, in any process/environment

5 – I should be teaching this stuff

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National GuardBlack Belt Training

Project Presentations

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Project Presentations – Overview

All students - be prepared to give a short visual and oral presentation of your project At the beginning of the week, post your visual project presentation

on a prominent section of the classroom wall

Throughout the week, 10 students will be selected at random to provide an oral presentation of their project to the class

Presentations should be concise and well practiced (< 5 minutes)

Presentations will be followed by a short Q&A (< 3 minutes)

Why? Receive feedback on use of CPI problem solving methodology/tools

Develop public speaking skills and practice presentation style

Learn about other student projects

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Project Presentations – Week 2

For Week 2, each student should post their Project Charter presentation on a prominent section of the classroom wall

Each Project Charter presentation should include:

Project name and description

Project goal, scope, objectives

Current and expected impact on customers

Connection to organization / unit strategy

Anticipated budget impact

Sponsoring organization and team members

Timeline for completion

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Project Presentations – After Week 2

At the beginning of each week, students should post their Project Storyboard presentation on a prominent section of the classroom wall

Each Storyboard presentation should:

Show current project status

Support “tell a story”

Follow the 8-Step/DMAIC process to structure and organize the tools used

Be readable (summarize and condense exhibits, as needed)

Use arrows, call out boxes, and balloons to highlight questions, key leanings, risks & issues, etc.

Display data supporting findings and conclusions

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DMAIC Project “Storyboard” – Example Define

MeasureAnalyze

Sigma Performance Level of

1.3

Officer Work & Turnover, Waiting, & AutomationAffect CT; Job Aids affect Variation in CT

ImprovePilot Plan

BUS CASE: Be #2 Fin Service Provider

GOAL: Reduce Loan/Lease CT from9.2 to 8.0 days by July 1

FIN IMPACT: $2.7M per year

Project Charter1.2 Day CCR Gap

Loan or Lease

Screen Entry

Color Printouts

Rewards & Recog

Flex Time

“Officer performs

both” & “Officers

changed”,

eliminated as

contributors to high

lead time.

Control

Potential Root Causes

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Company: Department: Date: Prepared by:

1. Define the problem situation

2. Problem Analysis

3. Action plans to correct problems

4. Results of Activity

5. Future Steps

8-Step A3 Project Summary Report

Source: Toyota Way Fieldbook by Liker and Meier, McGraw Hill, c 2006

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Takeaways

Introduction to class instructors and participants

Code of conduct, expectations, and class logistics

An understanding of the learning process, learning environment, and CPI learning focus

Appreciation of our baseline familiarity and comfort level working with Six Sigma and Lean

Project presentation format and expectations

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What other comments or questions

do you have?