ROCK ISLAND ARSENAL, Ill. -- The typical Lean Six Sigma project identifies the root cause or causes of a problem, eliminates waste, uncovers savings of some sort and adds to a command's efficiency.
As a leader in LSS implementation, the Joint Munitions Command has proven savings can be found anywhere, anytime and by anyone.
Ask Avery Wheeler.
Avery is a Minority College Relations Program student majoring in Industrial Technology. While working in the business operations office, he too has found a significant cost avoidance--nearly $456,000--courtesy of a LSS non-gated project.
The University of Arkansas at Pine Bluff student and Tunica, Miss., native accepted the task of documenting savings from the LSS project involving Engineering Change Proposals. In the process Wheeler expanded his knowledge of LSS.
As Wheeler explained, Engineering Change Proposals could be anything from "making a change to a report making the report faster, making something that they normally do manually automated or correcting a system error or batch error.
"Pretty much anything along those lines," he said. And those programs associated with Engineering Change Proposals include systems like Programming Budget Execution, Army Workload & Performance System and Worldwide Ammunition Reporting System. (That's PBE, AWPS and WARS if you like acronyms.)
The overall project was executed as planned with Wheeler following up to deliver the two in the one-two punch this project needed: placing a dollar amount on the savings.
In addition to savings, other benefits of the project include a formalized documentation process for all system owners allowing cost benefits to be recognized immediately in the future.
Making the project his own, Wheeler developed a formula of 15 steps to calculate potential savings which meant evaluating the project in its entirety. He began with obtaining access to PBE, AWPS and WARS, followed by developing his formula, then finally retrieving each piece of data he would need to fill in the blanks of his formula.
To the tune of $455,795.92, Wheeler began to uncover the total estimated cost avoidance like this.
"I took the data and weeded out some of the data to capture these savings. They (the business operations team) had to contact points of contact to get some of the information they didn't have or just to get the system matter experts opinion on how long this particular task took if they didn't have the documentation for it. Because all of the (information) wasn't recorded to be documented in this way but in the future they will though," he said.
The process included inputting the data given to Wheeler.
"I just took whatever the GS (general schedule) level was of the employee and times the amount they made per hour then multiplied that times the amount of time it took them previously to do the task and the amount of times they did it annually.
"And then I found out the user time after they did the upgrade to the program--made the change--pretty much took their time, their GS grade and how much time it was done annually in the future.
"Then, (I) just compared the two prices then whatever I got (were) the total savings (and) I subtracted that from the programming costs or whatever that was because that's separate altogether. But it goes into the overall savings," said Wheeler.
Although the project included a complex series of data, formulas, methodology and reviewing, it's nothing new to Wheeler.
"I worked with another savings methodology (Enterprise Business Architecture) from another project with NASA (Ames Research Center) in Moffett Field, Calif., last summer," he said. He used that as a foundation.
From his course work at UAPB, Wheeler learned the basics of LSS. Once on site at JMC, his knowledge has expanded to include the various validating points needed to qualify a project as LSS certified.
"(I learned) where you get the data from, how it's captured, where the file exists. There is a lot that they ask for to actually say that the project has gone through all these methods or steps to (meet) LSS standard," said Wheeler.
LSS black belt trained and green belt certified, Doreen Youngberg was recommended by the LSS office to coach Wheeler during his internship.
Within the 15 week program (late January to early May), Wheeler has compiled data, applied methodology, formulas and documented savings: a success by any standard. Accordingly, co-workers say his work and dedication to the project was commendable.
"I thoroughly enjoyed guiding Avery through the lean six sigma project documentation process. His prior education and experience with LSS enabled him to dive right into the project and incorporate recommendations from our bi-weekly coaching sessions.
"His skills and ability to learn quickly will add value to any organization he pursues to meet his career goals," said Youngberg.
With his project complete and the internship winding down, for other students looking to land an internship Wheeler shares this about MCRP.
"I think the MCRP is a really great program. It provides you with government experience which is crucial to any person looking forward to working in the government or private sector because it gives you that professional experience. And, (it) let's you know how you can work with people and the program allows you to grow.
"You get a chance to meet potential people that could hire you and you get to network," he said. Furthermore, for the student taking classes learning about LSS, Wheeler urges focusing on these points.
"I would tell them to really focus on both the math and the understanding of what it (LSS) really is. And get an in depth knowledge of it because government and private sector (are) going to it.
"Everyone is looking for more ways to be efficient. So it's always good to know these things and be able to do a project of this sort."
To date, Wheeler has completed his project as tasked and calculated total cost avoidance savings and even out briefed two chiefs of staff.
What's left to do'
Leave behind a few formulas for future use, of course.
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