Post on 03-Jan-2016
CONOPS Content1. Intent and Direction
2. Process Improvement Team members
3. Project Selection Process
4. Project Deployment Process
5. Communications
6. Redeployment
7. Training and Certification 50 BPM/NPC personnel have received Greenbelt Training; 13 of 14 PERS codes have at least one employee GB trained
1. Be change agents
2. Be analytical
3. Be recommended by their DH
4. Be able to complete two projects before PRD
5. Be ready to sign a letter of commitment
Greenbelts should (para 3.6.2):
BPM/NPC LSS/CPI APPROACH
Identify organization’s high-level goals and targets
Compare desired performance with actual
Goals and targets for all business functions
Desired performance vs actual performance
Identify key L1 processes based on risk/return/goal
analysis
Rank and prioritize potential opportunities
Communicate ranking results and seek ELT consensus
Develop charter and Launch Six Sigma project
Identify key L2 processes based on risk/return/goals
Brainstorm on potential improvement opportunities
Review Strategic Plan
Criteria
A project is chosen based on one or more of the following reasons:
1. Significant or unexplained variation in the process;
2. Root cause of major problem not readily apparent;
3. Complex problem, lengthy processing time, requires significant resources;
4. Significant quality problem;
5. Test failures without obvious cause;
6. Significant data analysis required to understand problem.
Top-down Approach
Projects lead to skill development which lead to
process improvement results
Project Selection Criteria
Continuous Performance Improvement Management System (CPIMS)
What is it?– Web-based CPI project
management and tracking application
– Per SECNAVINST 5220.14, CPIMS will be used to document, track and communicate the status of CPI projects and initiatives.
Why is it important?– Shares process improvement
across the Navy– Replicates best practices– Captures benefits– Provides visibility and
accountability
DON Standard
System/Toolfor CPIMgmt
Visibility & Accountability
Project Tracking &
Managing
Benefits Metrics
Collection
Belt Basic Data
Tracking
Data & Document
Sharing
Knowledge Sharing
Acceleration & Best Practice Replication
CPIMS
DON-Wide Metrics
147
15 12
198213
12 27
65
0
50
100
150
200
250
01Jun - 31Dec11Source: CPIMS
Completed Projects byMajor Command
• Echelon II and III commands can now retain associated savings from CPI initiatives
- Deputy Under Secretary of the Navy for Business Operations and Transformation memo of 16 May 2011
• Continuous Process Improvement is one of the eight major components to the DON’s business integrated management system.
- Department of the Navy Business Transformation Plan…FY2011
No government personnel will lose their employment as a result of process improvements realized through the Lean implementation.
- BPM/NPC LSS CPI CONOPS
Leading Change