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Lean Six Sigma (LSS): Continuous Process Improvement (CPI) Initiative

What is it?
The LSS/CPI is a quality improvement methodology that utilizes a comprehensive set of tools and techniques to accelerate a culture of continuous, measurable improvement that eliminates non value-added activities and improves quality. In support of one of Secretary of the Army's top four imperatives: Transform the Army to meet the demands of the 21st Century, a comprehensive LSS program was deployed throughout the Assistant Secretary of the Army for Installations and Environment (ASA (I&E) community.

Meeting and understanding the needs of the ASA (I&E) customers, the Soldiers, Civilians, and Family members working and living on Army installations, is at the core of LSS. The emphasis is on the delivery of improved business processes, cost avoidance measures, and cost savings. At the same time, the quality of service delivered to the customer is maintained or improved.

What has the Army done?
The ASA (I&E) demonstrated his commitment to business transformation by fully implementing a LSS program that aligns with the Army Strategic Initiative 14: Adjust the Global Footprint to Create Flagships of Readiness. The ASA (I&E) community trained its personnel in LSS principles and methodology at three levels: 1) Awareness training, 2) Project Sponsor training and, 3) Green belt and black belt training. With more than 750 green belts and black belts trained worldwide, the community completed 1826 projects. Financial results through FY08 are as follows:

  • Cost savings - $434 Million
  • Cost avoidance - $1.39 Billion
  • Revenue generation - $4 Million

In addition to financial benefits, projects yield measurable operational improvements that deliver quality products and services to the customer. All LSS projects, including project summaries and details, can be found in Power Steering, the Army's LSS database of record, which can be accessed through the Army's Business Transformation website.

What continued efforts does the Army have planned for the future?
The LSS methodology will play a significant role in the future as a way to increase productivity and reduce costs at all levels of the organization. Advanced courses will be offered to enable the Army to become self-sufficient and self-sustaining in the LSS methodology. Management will continue to support and reinforce continuous process improvement through LSS and complementary initiatives. The ASA (I&E) community will work with other Army agencies to improve processes across organizational boundaries. More than 258 LSS projects are in progress with total forecasted benefits estimated at $1.9 Million.

By continuing the efforts that the ASA (I&E) community has just started to implement with the LSS program, the Army will be able to:

  • Continue ongoing work and capitalize on achievements to date.
  • Continue to gain efficiencies and tangible cost saving improvements.
  • Sustain continuity and momentum to integrate continuous process improvement principles into day to day operations.

Leverage work already done via full implementation and deployment.

Why is this important to the Army?
Collective efforts will maintain and improve the quality of service offered to effectively respond to Soldiers, their Families and Army Civilians who live and work on Army installations.

 
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