CHIEVRES, Belgium -- U.S. Army Garrison Benelux netted more than $3.6 million in financial benefits during fiscal year 2010 by tightening garrison business practices through Lean Six Sigma methodology.
Tangible savings totaled approximately $1.5 million from the garrison's budget that was able to be spent on other operational needs.
LSS is a five-step business improvement program the Army adopted to eliminate waste and inefficiency in its operations, often netting large amounts of monetary savings or cost avoidance.
"The name of the game is customer satisfaction and process improvement by doing the right things the right way," said Annamariae Johnkin, LSS black belt for USAG Benelux.
The success of the program here is due in part to the ideas generated by staff members who sought to improve their own department's business practices, Johnkin said.
"Lean Six Sigma is a proven process that saves Army resources, but it's not the exclusive territory of greenbelts and blackbelts who have had months of training," she said, referring to the different levels of LSS project officers. "We are able to really take advantage of all the benefits of the LSS program when each employee takes a look at their own business practices, and identifies ways to improve."
A misconception about the LSS program is that it is a long, drawn-out process requiring a substantial commitment of time and human resources, Johnkin said.
"The scope of the project determines how we go about assigning resources," she said. "If an employee has an idea and knows how to go about solving it - then we encourage him or her to just do it. It's when there is no easy answer to determine the best way ahead, the five-step process really helps us. It's a proven, clear way forward to determine the best solution."
Focusing on cost savings and avoidance doesn't mean reducing the quality of services provided, said Nadine Hill, a traffic manager for USAG Benelux.
Hill led a project to reduce a USAG Benelux airport shuttle service cost from approximately $60,000 annually to just over $40,000.
The shuttle between ChiAfA..vres Air Base Lodge and the Brussels airport was used too infrequently by service members, civilians and their families on PCS or TDY orders to justify a fixed cost contract with an outside agency under the supervision of Directorate of Logistics.
Hill's team transferred control of the service to the Directorate of Family Morale, Welfare and Recreation, making it a pay-to-play service.
The expense to eligible patrons is reimbursable under PCS or TDY orders.
"MWR was able to perform this service at 28 percent cheaper than the contractor," Hill said. "This project was significant because it can be replicated not only across the Benelux, but across the Army.
Hill also cited force protection as a primary benefit of MWR employees taking over the service.
"The shuttle bus is operated by authorized ID cardholders," she said. "This enhances the safety of our service members, families, and civilians. The shuttle can drive straight up to our hotel on ChiAfA..vres, which is a value added to PCS customers who have already shipped their POV and are travelling with luggage and small children."
The three garrisons that comprise USAG Benelux undertook 10 LSS projects during the past fiscal year, all focusing on one or more of IMCOM's six Lines of Effort, known as LOE's.
"As we sustain, the success of our business requires that we constantly look at ways to improve our ability to serve our customers," said Johnkin.
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