ARNG Integrated Management System Overview Brief

Performance Excellence A Systems Approach and Tools

Mr. Eric Weber (CTR), COL (Ret)Senior Business Analyst

Business Transformation Division (ARNG-SPB)G5 Directorate, ARNG

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Enable ARNG Directorate, States, Territories, and the District of Columbia Senior Leaders to transform business operations and improve readiness by implementing and improving their integrated

management systems.

ARNG IMS MISSION

NDAA Public Law 100: Malcolm Baldrige Quality Program the Malcolm Baldrige National Quality Improvement Act , signed by President Ronald Reagan on 20 Aug 1987

NDAA 2008 Public Law 110-181 Incorporated a Chief Management Officer (CMO) position for each component. (Transparent Leadership)NDAA 2009 Public Law 110-417 Established Office of Business TransformationNDAA 2010 Public Law 111-84 Designates the CMO oversight responsibilities to determine defense business system modernization compliance with enterprise architecture and ensure business process reengineering efforts result in effective streamlined processes.NDAA 2012/2013, Title 10 U.S.C. 2222 , Transparency for all DOD Business Systems, (funding) AR 5-1 Management of Army Business Operations dated 12 Nov 2015 Establishes policy, operations, procedures, and responsibilities for the Total Army Force. Emphasizes the Army’s commitment to performance excellence

through leadership and vision, mission and customer focus, employee empowerment, and continuous improvement. Army Regulation 570-4 Manpower Management dated 8 February 2006, paragraphs 1-8 and 1-10 Federal Managers Integrity Act of 1982 An Act to amend the Accounting and Auditing Act of 1950 to require ongoing evaluations and reports of the adequacy of the systems of internal accounting and administrative control of each executive agency, and for other purposes. Government Performance Results Act 1993 & - Modernization Act (GPRA-M) of 2010Mandates transparency and performance reform including setting program goals, measuring program performance against those goals, and reporting publicly on their progress.Department of Defense Strategic Management PlanArticulates the National Defense Strategy to all service components .HQDA, The Army 2011 Business Transformation Plan, 1 October 2010 Articulates the implementation of the Integrated Management System (IMS), outlined in Army Campaign Plan 2012, CP Objective 9.0/Sustain and Enhance Business Operations. The Army Campaign PlanAssess and unify the operational and transformation performance of the Army in a unified, outcome-focused effort.General Order 2010-01 February 5, 2010, the Secretary of the Army designated “the Office of Business Transformation (OBT) as an Army Secretariat activity within theOffice of the Secretary of the Army in his role as the Army’s Chief Management Officer (CMO).” The OBT executes the Army Transformation PlanDOD Ins 5010.43 Implementation and Management of the DOD-Wide Continuous Process Improvement/Lean Six Sigma (CPI/LSS) Program

Statutory Laws and References

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PARTICIPATING ACOE/IMS

AK CA CO HI ID KY OK PR WA

WV

PEC GUERNSEY RILEA DAWSON

AL AR GA IL KS LA MN MO MS

NE SC TX

FL MD NJ NY OH PA TN VA DC

CT DE IN MA ME MI NC NH RI

VT WI DC

AZ VI GU IA MT ND NM NV ORUT WY SD

Dr. Jim Foot james.p.foot.civ@mail.mil 501-212-4750

Mr. Edwin Perez edwin.perez52.mil@mail.mil 703-607-7296

Mr. Eric Weber eric.c.weber2.ctr@mail.mil 518-852-7520

Mr. Reed Mick reed.d.mick.ctr@mail.mil 218-330-0047

Special Categories

43 Organizations

Dr. Mickey Mayland mickey.d.mayland.civ@mail.mil 501-212-4630

Poc: Ms. Wanda Thurman 703-607-7561

• ARNG Group Facilitation Course • Course Number: 922-7C-F52/500-F50

– 11-23 Oct 15 – 21 Feb-4 Mar 16 – 22 May – 3 Jun 16

• ARNG Strategic Planning and Management Course

• Course Number: 922-7C-F53/500-F52 – 10-15 Jan 16 – 15-19 Feb 16 – 27 Mar – 1 Apr 16 – 19 – 24 Jun 16

• Mobile Training Team: – SD 20-23 Oct 16

• ARNG Organizational Process • Improvement Methods • Course Number: ORTC - 200

– 10 – 15 APR 16 • ARNG Organizational Self-Assessment • Course Number: 922-7C-F54/500-F53

– 1 – 5 FEB 16

– 14 – 18 MAR 16 – 2 – 6 MAY 16 – 9 – 13 MAY 16

• Mobile Training Team: – IL 7 – 11 DEC 15 – FL 11 – 14 JAN 16 – MO 8 – 12 MAR 16

• (More expected to be scheduled based on need.) • ARNG ACOE Examiner Course • Course Number: 922-9E-F82/920-F74

– 23 – 27 MAY 16 – 13 – 17 JUN 16 – 27 JUN – 1 JUL 16 – 11 – 15 JUL 16

• (More expected to be scheduled based on need.) • ARNG Basic Project Management • Course Number: 922-7C-F58/500-F57

– 31 Jan – 5 FEB 16 – 17 – 22 JUL 16

Developing the Force at NG-PEC & MTT

“It’ s all about Readiness, this process helps the organization continuously improve, share best practices and create innovative processes” BG Fountain 6

Integrated Management System

Continuous Process Improvement

Tool #4

OrganizationalSelf Assessment

Tool #1

Strategic PlanTool #2

Performance ManagementTool #3

BusinessTransformation

Enterprise SMS

Key Leader Engagement SMART

Objectives

Staff Engagement

Lean Six Sigma

Vision

SWOTAnalysis

Trend Analysis

A Holistic Approach

Strategic Planning

System Characteristics:• Web-enabled, flexible reporting application with automated

links to source data via Web Services • Facilitates situational awareness using Strategy Maps &

Dashboards• Complementary & Accredited NIPRNET (AKO) and SIPRNET

(AKO-S) platforms• User-defined permissions and responsibilities

Content and Metrics:• Strategy defined top-down, results aggregated bottom-up• Executive Dashboard with metrics to support SUCCESSFUL (G)

PARTIALLY SUCCESSFUL (A)-UNSUCCESSFUL (R) ratings• Dynamic briefing capability with live data and imbedded email

Draft MOA between Army SMS Office & ARNG SMS Office sent on 14 Jan 15.

Army Strategic Management System

� Train Belts in Lean Six SigmaDMAIC and Team Leadership

� Analyze each organization to Focus

Strategy

� Implement a Projects in ProcessManagement System and stage

gating

� Train Project Sponsors to ensureaccountability and long-term

understand relativeopportunity of processimprovement vs. offeringcomplexity reduction Integration Execution results

BuildingQuality ofThinking

Infrastructure Commitment

� 1. Rapidly deploy the best people as Belts in critical mass: (3) Green Belt and (1) Black Belt Class s in 2015� 2. Create an effective organization of improvement resources in line organizations� 3. Implement a rigorous process for measurement and tracking of project financial results� Integrate Lean Six Sigma into the daily management practices of the organization

ARNG Lean Six Sigma Training And Deployment

1 - Leadership (Mission, Vision, Values)

2 - Strategic Planning (Plans to get us there)

3 - Customer Focus (Who we serve)

4 - Measurement, Analysis & Knowledge Management (How do we get the facts?)

5 - Workforce Focus (Capability & Environment)

6 - Operations Focus (How we do business)

7 - Results (How well we did “it” – vs. our competitors)

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Organizational Self-Assessment

Utilizing the Baldrige Criteria - A National Industry Standard

Baldrige Aligns Improvement Activities

From To

From To

G5/J5 receives additional duty

G5/J5 collaborates with departments for

input

G5/J5 compiles packet

G5/J5 submits packet

TAG appoints writing team members

(from all sections)

Writing team attends ACOE Level

1 Training

Writing team reviews previous

packet and feedback reports

Writing team collaborates with sections to obtain process updates

Writing team updates packet

Senior Leadership reviews the packet

Packet is submitted

Packet and useful tools are dispersed

throughout the organization

The ARNG IMS Improvement Journey

SUSTAINABLE ORGANIZATIONS

Organizations that build their performance excellence capability experience higher levels of continuity and ensure that the operations of the organization continue from one senior leader to the next. They are able to respond effectively to changing circumstances and strategic opportunities.

Their efforts are seamless through cycles of turbulence!