Home' Army Acquisition Logistics and Technology Magazine : Army ALT April-June 2011 Contents also incorporate feedback from the
members of each class to further
improve the content. The pilot training
program aims to enable workforce
members to become more effective
problem solvers and better process
managers, with a goal of 2-3 percent
efficiency improvements each year in
each organization, said Moulton.
Course creators selected CPI competen-
cies from a host of industry and DOD
organizations to include the American
Society for Quality; DOD itself;
the U.S. Army Armament Research,
Development, and Engineering Center;
and PEO Missiles and Space.
"We looked at a host of organizations
and their training packages. We took
the best of all of them and put them
together, reducing the training cycle
time by 50 percent. We are not only
teaching the LSS methodologies, but
we are teaching them CPI approaches,"
said Wava Johnson, Army LSS Black
Belt and ASAALT's LSS Training and
Certification Program Manager.
As a result, the Green Belt LSS, or
apprentice-level course, was reduced
from two weeks to one week; the
Black Belt LSS, the more advanced or
journeyman-level course, was reduced
from four weeks to two weeks.
Pilot courses also have built-in modu-
larity and flexibility. Training can be
specially tailored to meet the needs of
executives and senior leaders who may
not be able to attend classes because of
busy schedules. Courses can be pre-
sented in a series of shorter sessions that
bring the information to executives and
busy project managers, allowing them
to complete LSS projects and make sig-
nificant improvements using a variety
of CPI methodologies, Johnson said.
Some of the core precepts of the training
include instruction in an LSS approach
known as Define, Measure, Analyze,
Improve, Control (DMAIC)---a method
of identifying and analyzing a particular
problem before implementing a solution
to improve the efficiency of a given
"We're building our fundamentals
under the DMAIC process. When a
person gets training, we mentor them
through the entire process. They have to
grow as a practitioner with every single
project. Our mind-set is if we are going
to deploy this, we want everybody to
be of the same mind. We want to create
a cultural change in our organization,"
said Frank J. De Luca Jr., Assistant
Program Executive Officer for Strategic
Planning and Operations, PEO Missiles
and Space (See related article on Page
73). Students are presented with busi-
ness scenarios and problems to which
they can apply the LSS approach.
"We teach them statistics, how to
develop process maps, value-stream
mapping, how to do team development,
and how to use a host of well-defined
tool sets. We help to bring that into an
enterprise or technical environment.
We give specific examples of scenarios
or past projects," Chiodo said. "We
continuously benchmark major corpora-
tions and other services for best practices
in all these methods, techniques, and
tools. We take a look at incorporating
them to improve our practices."
The course is for ASAALT employees
selected by their leaders to attend.
Individuals attending should be of the
highest caliber, Johnson said. There is
no cost to the organization for those
attending the course.
Pilot courses have been conducted
recently by PEO Missiles and Space,
PEO Integration, PEO Command,
Control, and Communications-
Tactical, PEO Ammo, and Joint PEO
Chemical and Biological Defense.
Based on the positive feedback and
enthusiasm generated by the initial
courses, additional courses are being
planned and will be listed in the Army's
Training Requirements and Resources
when they are available for enrollment.
KRIS OSBORN is a Highly Qualified
Expert for the ASAALT Office of
Strategic Communications. He holds
a B.A. in English and political science
from Kenyon College and an M.A.
in comparative literature from
What you are looking to do is get a level of proficiency
systemically deployed across an organization that can use
the tools, speak a common language, and be able to use
problem-solving techniques in a very structured, uniform way.
That really drives the cultural change.
The courses have been designed based on
feedback from PEOs and students who want them to be
more focused on the student's need to solve the problem
being addressed in a CPI/LSS project.
72 APRIL--JUNE 2011
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