BPM/NPC Mentor Brown Bag25 Jan 2012

B. L. WENGERCAPT USN

CPI/LSS Concept of Operations Overview

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