Friday June 18, 2010
What is it?
Continuous Process Improvement (CPI) is a strategic approach for developing a culture of continuous improvement in the areas of reliability, process cycle times, costs in terms of less total resource consumption, quality, and productivity. Deployed effectively, it increases quality and productivity, while reducing waste and cycle time.
What has the Army done?
The Continuous Process Improvement Knowledge Center is now accessible from the Office of Business Transformation Website. The CPI Knowledge Center is designed to provide the Army with the information resources to raise awareness, provide insights into and replication of best business practices, and offer tools and templates to support process improvement initiatives. The CPI Knowledge Center provides the Army with a structured framework, tools and techniques for defining the Voice of the Customer (VOC) analyzing requirements, and optimizing processes to align with Army strategic objectives.
What does the Army plan to do in the future?
The Army is establishing a cost and performance culture in which leaders better understand the full cost of the capabilities they provide and incorporate cost considerations in their planning and decision-making processes. This approach will enable the Army to more efficiently achieve its readiness and performance objectives. To support this effort, the Army is embarking on aggressive plans to provide new top-notch education and training programs for flag officers and senior civilians to give them the business acumen necessary to lead the Army enterprise.
Why is this important to the Army?
The Defense Department plans to garner about $68 billion in savings over the next five years by cutting support services and making other operational improvements. Those savings, along with another $34 billion in planned cuts to military forces and weapon system procurements could be reinvested in military programs. The Army has embarked upon one of the largest enterprise-wide deployments of Lean Six Sigma (LSS) in an effort to institutionalize the tenets of CPI, a component of Business Transformation. As a critical component of CPI, the Army\'s LSS program has trained more than 1,450 senior leaders. As of the date of this report, the LSS community has completed nearly 5,200 projects, and more than 1,900 projects are currently in progress. Completed projects have yielded significant financial and operational benefits at organizations across the Army.
INFORMATION YOU CAN USE
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ABOUT THE ARMY
"One of the things I see as I go around the Army is that we are so lucky as a country to have men and women like Brian who are willing to sacrifice for the ideals and values of this country. Freedom isn't free."
-Chief of Staff Gen. George W. Casey Jr., on his visit to Madigan Army Medical Center, Fort Lewis, Tacoma, praises the Soldiers of the U.S. Army while presenting a Purple Heart and an Army Commendation Medal to Spc. Brian Roberts, who was wounded in the legs during an improvised explosive device attack while on patrol in Afghanistan on March 22.
"I joined the Army to use my talents. I wanted to do something meaningful, something bigger than myself. I can't think of anything more real than being a Soldier."
- Pfc. Drake DeLucca, stationed with the 8th Psychological Operations Battalion at Fort Bragg, N.C., says that military is a second career as joining the U.S. Army Soldier Show, was a natural transition from his former life as a 20-year singer who performed on cruise ships and in casinos throughout the country
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