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Deploying Lean Six Sigma How Do You Start

Oklahoma City Air Logistics Center. Deploying Lean Six Sigma How Do You Start. Wade Wolfe Wade.Wolfe@tinker.af.mil 405-739-5819. I n t e g r i t y - S e r v i c e - E x c e l l e n c e. What Do You Do First. Lots of Things Active and Visible Director/Commander Involvement

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Deploying Lean Six Sigma How Do You Start

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  1. Oklahoma City Air Logistics Center Deploying Lean Six Sigma How Do You Start Wade Wolfe Wade.Wolfe@tinker.af.mil 405-739-5819 I n t e g r i t y - S e r v i c e - E x c e l l e n c e

  2. What Do You Do First • Lots of Things • Active and Visible Director/Commander Involvement • Strategic Plan • Strategic Alignment and Deployment • Quantifiable Assessment • Training Plan • Manage by process vs organization • Form to Discuss Lean • Leadership Performance Objective

  3. Active and Visible Director • Most Important!!!! • Creates the Burning Platform • Personally Visible • Incorporates into Active Strategic Plan

  4. Strategic Plan • Addresses the Burning Platform • Promotes the Vision • Promote via Change Management Plan • Strategic Alignment and Deployment (SA&D) • Mechanism to Measure and Report Progress

  5. AFMC Vision: War Winning Capabilities…On Time, On Cost OC-ALC Vision: Be The World Logistics Provider of Choice Integrated Life Cycle Management (ILCM) Reduced Cycle Time from Funded Need to Delivery Operator - Stakeholder Improved Availability at Reduced Cost Agreed-to Capability On Time, On Cost Secure the Right Workload Lead AAIP Goal Achievement Continuous Process Improvement Lean and Transform the Center Improve ALC Ops thru DLA & GLSC Develop People Better Develop Supervisors Shape and Balance a Competency- Based Workforce Financial Stewardship Deliver Business Value Through IT People & Infrastructure Provide and Sustain Integrated, Efficient Mission Support Create a Wellness- Focused and Safe Workforce Train Equip and Deploy AEF Ready Airmen Integrity First … Service Before Self … Excellence In All We Do

  6. Strategic Alignment & Deployment • “Skin in the Game” • Drives Behavior • Quantifiable/Measurable

  7. Quantifiable Assessment • Balanced Approach • Guides Enterprise “By the Hand” • Reported at Regular Intervals • Evolves Over Time

  8. Measurable Progress Require 90% or better to advance to phase two

  9. Training • Broad Based Training • Communicates why we are embarking on journey • Intermediate Training • Practitioners • Advance Training • Future Training Right People is Critical

  10. Process Owners • Key Lean Concept • Waste occurs between organizational boundaries • Ignores Organizational Boundaries • Breaks Down Stovepipes • Easy to Say But Hard to Do

  11. Traditional Process Improvement ABC Airlines Human Resources Financial Engineering Maintenance Most process improvements address issues at intra-functional level, but… Lean is about Eliminating Waste in our Processes!

  12. The Value Stream Perspective Improved Flowdays ABC Airlines Human Resources Financial Engineering Maintenance ….How do we address inter-functional value streams at the enterprise level? Lean is about Eliminating Waste in our Processes!

  13. OC-ALC Process Owners • Owner • Mr. Davis • Mr. Swigert • Ms. Ripple • Col Cato • Col Waugh • Col Kiser • Col Jameson • BGen Litchfield • Mr. Reynolds • Col Gilliam • Mr. Howard Process Financial Human Resources Leadership Strategic Planning Product Support Contracting Mission Support Maintenance Supply Chain Mgmt Information Tech System Engineering

  14. Form To Discuss Lean • Manage Lean Separate from Day-To-Day • Monthly Facilitated Meeting • Chaired by Commander • No Longer Than One Hour • No PowerPoint Slides Use A3s • Simple Focus • Sharing is Key • Success and failures

  15. Executive Process CouncilMechanics • Report Outs by 4 Wings and XP (10 minutes max) • XP reports out for Staff Offices and Directorates • Organizations are still accountable for their projects • Exclusively a Reporting Forum • # Projects completed prior month & savings • # Projects in work & expected savings • # Projects in queue & expected savings • Share one project highlight

  16. Leadership Performance Objectives • Threshold: Organization Achieves Overall 80% in Maturity Assessment by Sep 20?? • Stretch Goal: Organization Achieves Overall 90% in Maturity Assessment by Sep 20?? • Threshold: Leader Leads or Facilitates 2 Lean Events with Documented Benefit • Stretch Goal: Leader Facilitates 2 Lean Events with Documented Benefit

  17. Summary • Do not Underestimate the Difficulty • Do Not Underestimate the Value of the Director • Sell It • Have Fun

  18. Questions

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