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Enabling Continuous Process Improvement in the Department of Defense

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Enabling Continuous Process Improvement in the Department of Defense

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    1. Enabling Continuous Process Improvement in the Department of Defense

    2. DAU Campuses

    3. DAU Learning Resources CPI Guide Classroom Courses Learning Modules Online Toolkit

    4. The words on the slide are from the cover letter for the CPI Transformation Guidebook, published in May 2006. “CPI has proven to be an important tool for improving the operating effectiveness of the DoD, not only within logistics and acquisition activities, but also across the full range of operational, administrative, Science and Technology, and support functions. We should continue to broaden and accelerate use of these tools to further improve effectiveness. The guide is a resource for use by DoD and its various agencies and offices, in designing and managing CPI efforts. It standardizes terminology and incorporates best practices from leading industry and DoD experience. The video is a segment of an interview between the Deputy Secretary of Defense, Gordon England and my Director of LSS Learning Center of Excellence which was recorded live at the Pentagon, 25 May 2007. Gordon England is a strong believer in the benefits of applying CPI and was thrilled to be able to conduct the interview and hopes to see wide dissemination as a way of showing folks how much he supports the initiative. As such DAU is making the interview available through its website, as a video on demand and as a Pod Cast. We are also passing it to OSD for its use and further dissemination to the MilDeps.The words on the slide are from the cover letter for the CPI Transformation Guidebook, published in May 2006. “CPI has proven to be an important tool for improving the operating effectiveness of the DoD, not only within logistics and acquisition activities, but also across the full range of operational, administrative, Science and Technology, and support functions. We should continue to broaden and accelerate use of these tools to further improve effectiveness. The guide is a resource for use by DoD and its various agencies and offices, in designing and managing CPI efforts. It standardizes terminology and incorporates best practices from leading industry and DoD experience. The video is a segment of an interview between the Deputy Secretary of Defense, Gordon England and my Director of LSS Learning Center of Excellence which was recorded live at the Pentagon, 25 May 2007. Gordon England is a strong believer in the benefits of applying CPI and was thrilled to be able to conduct the interview and hopes to see wide dissemination as a way of showing folks how much he supports the initiative. As such DAU is making the interview available through its website, as a video on demand and as a Pod Cast. We are also passing it to OSD for its use and further dissemination to the MilDeps.

    5. DoD CPI Framework CPI DoD CPI is a strategic approach for developing a culture of continuous improvement in the areas of reliability, process cycle times, costs in terms of less total resource consumption, quality, and productivity. In DoD, CPI comprises the application of a broad range of tools and methods, such as Lean, Six Sigma, and Theory of Constraints (TOC). It can also include other process improvement tools such as CMMI (Cap[ability Maturity Model Integration) CPI for the purposes of the DoD Enterprise is the evolution of JIT, lean, and other best practices to support cost effective readiness support to the warfighter. CPI contains a toolbox with an open architecture that welcomes any effective combination of continuous improvement tools and techniques. These combinations may or may not be organized to be pulled out to achieve specific objectives. All remain at the immediate access to the CPI practitioner. An example of the components of a typical toolbox might include elements of Lean, Theory of Constraints (TOC), and Six Sigma (6s). No single set of components in a toolbox is ideal to fully drive CPI under all circumstances. CPI provides organizations a method for analyzing how work is currently being done and how processes can be improved to do the job more efficiently and effectively on an ongoing basis. CPI has evolved for DoD as an overall approach from separate performance improvement schools of thought originating in the private and public sectors. Most notably are the contributions of • Lean, which evolved with increased voice of the customer value-added focus from Just-in-Time - initially in manufacturing industries Lean is the evolution of JIT over the past decade leading into the 21st century. Several lean refinements include value stream mapping and refined continuous improvement application to any type of organization generating a product or service. Lean is a mindset that drives individual behavior and ultimately culture change. In Lean organizations, • waste is highlighted as it is encountered, • waste is relentlessly attacked using a variety of simple and effective tools, • the environment challenges employees to expand their capabilities and creativity, • leaders challenge traditional processing conventions and metrics, • the ability to respond to the customer is quicker, with higher quality products and services at lower cost, and • everyone listens intently to the voice of its customers in providing new and improved products and services, striving for continuous quality, cycle time, and cost improvements. Principles of Lean include: Specify “Value” from the Customer’s Perspective Map & Analyze the “Value Streams” Make the Value Streams “Flow” Enable the Customer to “Pull” Value from the Value Streams Seek “Perfection” • Six Sigma, which evolved from Shewhart, Deming and Juran’s statistical quality control and total quality management focus upon satisfying customer expectations across multiple sectors. It can be viewed as a statistical measurement (6 standard deviations), or it can be viewed as a business strategy that focus on customer driven quality improvements. The later is based on attacking variation to order to achieve process that are reliable, repeatable and predictable. Which serves to satisfy the customer and provide leaders the opportunity to better manage. • Theory of Constraints, which has evolved through continual refinement by Eli Goldratt to a present stage of advanced planning capability through Critical Chain functionality utilized in both the public and private sectors. Theory of Constraints (TOC) is a concept with a set of tools that focuses on: 1. Identifying the system’s constraint that limits overall operational performance. 2. Exploiting the system’s constraint to get the most out of it without additional investment, such as running extra shifts, through breaks, etc. 3. Subordinating everything else that is not the system’s constraint to the attention on it, such as giving preferential support to the system’s constraint since it alone determines the cycle time of the total operation. 4. Elevating the system’s constraint to alleviate its influence through purchase of additional equipment, additional personnel capacity, elimination of waste that reduces this process’ requirements, or redistribution of effort across other process steps to rebalance flow. As a result, some other process element or step now becomes the system’s constraint. 5. Go back to step one and repeat the process for the new system’s constraint. Critical Chain (CC) is a planning process tool that respects the constraints across a number of different projects or production/service activities such that the practical capacities of key resources are respected and constraints receive elevated visibility in order to be addressed and improve overall organizational throughput and cost performance. CC is often supported by software due to the typical complexity of juggling multiple variables across potentially a number of different project/item flows. These schools of performance improvement have separately and collectively proven to be useful in the world of business and increasingly, over the past decade, in improving national defense. CPI also recognizes the criticality of communication and information management, but does not mandate the specific information technology to accomplish this end. CPI provides DoD managers and workers with proven performance improvement tools to build a strong warfighter support foundation for improving cycle time and reliability, aligning the work of subordinate organizations to enterprise-wide goals, and optimizing costs.CPI DoD CPI is a strategic approach for developing a culture of continuous improvement in the areas of reliability, process cycle times, costs in terms of less total resource consumption, quality, and productivity. In DoD, CPI comprises the application of a broad range of tools and methods, such as Lean, Six Sigma, and Theory of Constraints (TOC). It can also include other process improvement tools such as CMMI (Cap[ability Maturity Model Integration) CPI for the purposes of the DoD Enterprise is the evolution of JIT, lean, and other best practices to support cost effective readiness support to the warfighter. CPI contains a toolbox with an open architecture that welcomes any effective combination of continuous improvement tools and techniques. These combinations may or may not be organized to be pulled out to achieve specific objectives. All remain at the immediate access to the CPI practitioner. An example of the components of a typical toolbox might include elements of Lean, Theory of Constraints (TOC), and Six Sigma (6s). No single set of components in a toolbox is ideal to fully drive CPI under all circumstances. CPI provides organizations a method for analyzing how work is currently being done and how processes can be improved to do the job more efficiently and effectively on an ongoing basis. CPI has evolved for DoD as an overall approach from separate performance improvement schools of thought originating in the private and public sectors. Most notably are the contributions of • Lean, which evolved with increased voice of the customer value-added focus from Just-in-Time - initially in manufacturing industries Lean is the evolution of JIT over the past decade leading into the 21st century. Several lean refinements include value stream mapping and refined continuous improvement application to any type of organization generating a product or service. Lean is a mindset that drives individual behavior and ultimately culture change. In Lean organizations, • waste is highlighted as it is encountered, • waste is relentlessly attacked using a variety of simple and effective tools, • the environment challenges employees to expand their capabilities and creativity, • leaders challenge traditional processing conventions and metrics, • the ability to respond to the customer is quicker, with higher quality products and services at lower cost, and • everyone listens intently to the voice of its customers in providing new and improved products and services, striving for continuous quality, cycle time, and cost improvements. Principles of Lean include: Specify “Value” from the Customer’s Perspective Map & Analyze the “Value Streams” Make the Value Streams “Flow” Enable the Customer to “Pull” Value from the Value Streams Seek “Perfection” • Six Sigma, which evolved from Shewhart, Deming and Juran’s statistical quality control and total quality management focus upon satisfying customer expectations across multiple sectors. It can be viewed as a statistical measurement (6 standard deviations), or it can be viewed as a business strategy that focus on customer driven quality improvements. The later is based on attacking variation to order to achieve process that are reliable, repeatable and predictable. Which serves to satisfy the customer and provide leaders the opportunity to better manage. • Theory of Constraints, which has evolved through continual refinement by Eli Goldratt to a present stage of advanced planning capability through Critical Chain functionality utilized in both the public and private sectors. Theory of Constraints (TOC) is a concept with a set of tools that focuses on: 1. Identifying the system’s constraint that limits overall operational performance. 2. Exploiting the system’s constraint to get the most out of it without additional investment, such as running extra shifts, through breaks, etc. 3. Subordinating everything else that is not the system’s constraint to the attention on it, such as giving preferential support to the system’s constraint since it alone determines the cycle time of the total operation. 4. Elevating the system’s constraint to alleviate its influence through purchase of additional equipment, additional personnel capacity, elimination of waste that reduces this process’ requirements, or redistribution of effort across other process steps to rebalance flow. As a result, some other process element or step now becomes the system’s constraint. 5. Go back to step one and repeat the process for the new system’s constraint. Critical Chain (CC) is a planning process tool that respects the constraints across a number of different projects or production/service activities such that the practical capacities of key resources are respected and constraints receive elevated visibility in order to be addressed and improve overall organizational throughput and cost performance. CC is often supported by software due to the typical complexity of juggling multiple variables across potentially a number of different project/item flows. These schools of performance improvement have separately and collectively proven to be useful in the world of business and increasingly, over the past decade, in improving national defense. CPI also recognizes the criticality of communication and information management, but does not mandate the specific information technology to accomplish this end. CPI provides DoD managers and workers with proven performance improvement tools to build a strong warfighter support foundation for improving cycle time and reliability, aligning the work of subordinate organizations to enterprise-wide goals, and optimizing costs.

    6. Each of the services, as well as DoD agencies has achieved great success with implementation of CPI. For example: Air Force applied CPI to improve its medical referral management process and reduced the flow time on provider authorizations from 97 hours to 1 hour Army used a Lean approach to increase the mean time between overhaul (MTBO) for T700 helicopter engines by 300 percent Navy reduced the cycle time for F404 jet engines by 78 percent in 2 years Marine Corps applied TOC tools to reduce the repair cycle time for CH-46 helicopters by 40 percent Defense Logistics Agency (DLA) reduced interest payments and administrative lead times on a major support contract by 10 percent through Lean and Six Sigma techniques. DLA is currently applying these techniques to improve Common Access Card (CAC) issuance rates. These successes, and many others like them, demonstrate DoD’s ability to apply world-class, best-of-breed practices to meet a wide range of operational requirements. Each of the services has a slightly different twist on CPI, but all operate from a common set of core competencies. Additionally, all will be reporting their projects in a common application that will allow for replication of best practices across the services. That application is “Power Steering” a commercial product for project management.Each of the services, as well as DoD agencies has achieved great success with implementation of CPI. For example: Air Force applied CPI to improve its medical referral management process and reduced the flow time on provider authorizations from 97 hours to 1 hour Army used a Lean approach to increase the mean time between overhaul (MTBO) for T700 helicopter engines by 300 percent Navy reduced the cycle time for F404 jet engines by 78 percent in 2 years Marine Corps applied TOC tools to reduce the repair cycle time for CH-46 helicopters by 40 percent Defense Logistics Agency (DLA) reduced interest payments and administrative lead times on a major support contract by 10 percent through Lean and Six Sigma techniques. DLA is currently applying these techniques to improve Common Access Card (CAC) issuance rates. These successes, and many others like them, demonstrate DoD’s ability to apply world-class, best-of-breed practices to meet a wide range of operational requirements. Each of the services has a slightly different twist on CPI, but all operate from a common set of core competencies. Additionally, all will be reporting their projects in a common application that will allow for replication of best practices across the services. That application is “Power Steering” a commercial product for project management.

    8. DAU has been active in its efforts to support CPI in not just the AT&L work force, but across DoD. Using our Performance Learning Model as a foundation, DAU is providing 24/7, just-in-time, point of use, access to learning assets for our customers,. We have conducted research and published articles on CPI in our Acquisition Research Journal, and have a planned edition which will be dedicated to that topic. We have established partnerships with several organizations that allow us to stay on the leading edge of CPI knowledge and share best practices to benefit DoD. We connect with : Academia – including University of Tennessee, MIT, USC, and University of Alabama Industry – including Boeing, Lockheed-Martin, and the Reliability Maintainability, Supportability (RMS) Partnership Services – AFSO-21 for the Air Force and LSS with the Navy and Marine Corp We have Black Belts trained in various regions of the DAU and have been working to develop curriculum, deliver courses and workshops (Executive Level, Champion, Yellow Belt, Green Belt and Black Belt). We use blackboard to allow for on-line collaborative efforts in curriculum development and hope to leverage this into on-line collaborative learning assets for students. We have deployed 4 Continuous Learning Modules, with free access to DoD and our industry partners. To date nearly 20 thousand course completions have been logged and the numbers grow each day. In an effort to keep pace with technology and disseminate information to as broad and varied a customer base as possible, DAU has deployed Web Casts, on-line videos and Pod Casts related to CPI; including the complete interview of which you have seen a “snippet” of already. A Community of Practice as been developed, built with a team that included representatives from all the services, as well as several acquisition disciplines and DoD agencies. A taxonomy was created and the is presently being populated with information. The CoP will be more than just a static place to disseminate information, as it will allow for members to make contributions, participate in threaded discussions, access work group areas for collaborative efforts, and serve as a place to see lessons learned and best practices.DAU has been active in its efforts to support CPI in not just the AT&L work force, but across DoD. Using our Performance Learning Model as a foundation, DAU is providing 24/7, just-in-time, point of use, access to learning assets for our customers,. We have conducted research and published articles on CPI in our Acquisition Research Journal, and have a planned edition which will be dedicated to that topic. We have established partnerships with several organizations that allow us to stay on the leading edge of CPI knowledge and share best practices to benefit DoD. We connect with : Academia – including University of Tennessee, MIT, USC, and University of Alabama Industry – including Boeing, Lockheed-Martin, and the Reliability Maintainability, Supportability (RMS) Partnership Services – AFSO-21 for the Air Force and LSS with the Navy and Marine Corp We have Black Belts trained in various regions of the DAU and have been working to develop curriculum, deliver courses and workshops (Executive Level, Champion, Yellow Belt, Green Belt and Black Belt). We use blackboard to allow for on-line collaborative efforts in curriculum development and hope to leverage this into on-line collaborative learning assets for students. We have deployed 4 Continuous Learning Modules, with free access to DoD and our industry partners. To date nearly 20 thousand course completions have been logged and the numbers grow each day. In an effort to keep pace with technology and disseminate information to as broad and varied a customer base as possible, DAU has deployed Web Casts, on-line videos and Pod Casts related to CPI; including the complete interview of which you have seen a “snippet” of already. A Community of Practice as been developed, built with a team that included representatives from all the services, as well as several acquisition disciplines and DoD agencies. A taxonomy was created and the is presently being populated with information. The CoP will be more than just a static place to disseminate information, as it will allow for members to make contributions, participate in threaded discussions, access work group areas for collaborative efforts, and serve as a place to see lessons learned and best practices.

    9. CPI Implementation Roles 6 Sigma Project Team Members 6 Sigma-skilled employees will eventually be referred to as Green Belts and Yellow Belts. Any Caterpillar employee can become a Yellow Belt–over time. Problem solving, statistics, and quality tools are a few of the skills required of a Green Belt. All Belts have certification requirements. What you see is appropriate for application at all levels of this giant organization we call DoD. At the highest level, it would reflect Gordon England as the Champion and the connect with his Senior Steering committee, and we’ll talk more to that a bit later. But it also can be applied at the agency level, MilDep level or drill down to a squadron or ship or brigade. A broad-based, structured CPI implementation method that spotlights why a sound plan is needed and how to determine and implement the best solution. This involves strategic planning at the enterprise level to properly focus CPI activities and involves operational planning at the organizational level to achieve aligned CPI performance improvement across the enterprise value stream. The methodology describes stakeholder key roles and responsibilities involved in supporting, monitoring, and repeating the improvement process. It also includes the use of peer groups to benchmark activity and cross-fertilize best management practices across DoD. This methodology is a baseline and reference mechanism for continual refinement of CPI application. A focus on CPI implementation within a structure of goals that are aligned to a warfighter-driven, outcome-based metric. Goals that are pursued and achieved in each CPI project should be measured by results-oriented performance metrics that support war fighter customer requirements most effectively in terms of time and cost. CPI projects should be in strategic alignment with an organization’s results-oriented metrics (such as Government Performance and Results Act (GPRA) related measures) to ensure the optimal impact on the enterprise value stream. Improved reliability, reduced processes’ cycle times, and a focus on targeted effectiveness at lowest total cost are driving elements of improvement efforts. Emphasis on the management and integration of CPI projects. Project management principles are at the heart of success for supporting CPI projects, although CPI itself is not a project but rather a journey of continuous improvement without end. Periodic progress evaluation and reporting are essential for results achievement and synergy among improvement projects. This Guidebook provides a format for initiating, tracking and evaluating CPI projects in terms of process improvement. Ways to determine how well projects and organizations are progressing with CPI initiatives, training, and certification. This Guidebook provides a framework and useful checklists to gauge organizational CPI maturity. CPI maturity can be recognized at various discrete stages. A critical mass of trained CPI resources is needed for success. To rapidly and effectively implement CPI in DoD, individuals should be trained to fulfill various full time and part time roles in CPI-related functions. The commitment for some key personnel may be two or more years. Levels of expertise will be defined and individuals identified based on the level of expertise they achieve. Outside expert assistance is likely to be initially needed from sources such as other DoD activities or the commercial sector. But the goal is to develop in-house CPI expertise and capabilities within a reasonable timeframe (e.g. 1 to 3 years) and take full ownership for the continuing emphasis on CPI. Primary Roles CPI Champions lead CPI within their respective organizations through active sponsorship and drive the development of the mission, vision, strategic plan and attention to results. They ensure the necessary resources are available to the CPI Steering Committees, CPI Support Teams, and Work Groups, while monitoring the implementation and sustainment of CPI across the organization. CPI Steering Committees participate in creation and sharing of the vision, and acknowledge its importance to the organization’s success. The Steering Committee members develop vision aligned strategies, define operational plans and metrics, monitor performance and provide guidance and business focus. This group is often referred to as a Deployment Team in the early stages of CPI or Lean Six Sigma implementation. CPI Support Teams provide organizational education and training and facilitate DMAIC project management of CPI initiatives. The Support Team works closely with the steering committee and CPI Working Groups to eliminate barriers to improved performance through CPI initiatives. CPI Work Groups accept process ownership and employ applicable CPI tools to analyze the current situation, identify ways to improve operations, seek approval for change and execute process transformation. These groups utilize the know-how and experience of the individual members and consult, as necessary, with peer groups to accelerate process improvement. CPI Peer Groups share common functional responsibilities and provide an opportunity for sharing information about CPI goals, challenges, approaches, activities, and accomplishments. Peer groups share a larger common performance goal above their specific subsets of effort and collectively can influence optimization of CPI initiatives to improve overall organizational performance at affordable cost. 6 Sigma Project Team Members 6 Sigma-skilled employees will eventually be referred to as Green Belts and Yellow Belts. Any Caterpillar employee can become a Yellow Belt–over time. Problem solving, statistics, and quality tools are a few of the skills required of a Green Belt. All Belts have certification requirements. What you see is appropriate for application at all levels of this giant organization we call DoD. At the highest level, it would reflect Gordon England as the Champion and the connect with his Senior Steering committee, and we’ll talk more to that a bit later. But it also can be applied at the agency level, MilDep level or drill down to a squadron or ship or brigade. A broad-based, structured CPI implementation method that spotlights why a sound plan is needed and how to determine and implement the best solution. This involves strategic planning at the enterprise level to properly focus CPI activities and involves operational planning at the organizational level to achieve aligned CPI performance improvement across the enterprise value stream. The methodology describes stakeholder key roles and responsibilities involved in supporting, monitoring, and repeating the improvement process. It also includes the use of peer groups to benchmark activity and cross-fertilize best management practices across DoD. This methodology is a baseline and reference mechanism for continual refinement of CPI application. A focus on CPI implementation within a structure of goals that are aligned to a warfighter-driven, outcome-based metric. Goals that are pursued and achieved in each CPI project should be measured by results-oriented performance metrics that support war fighter customer requirements most effectively in terms of time and cost. CPI projects should be in strategic alignment with an organization’s results-oriented metrics (such as Government Performance and Results Act (GPRA) related measures) to ensure the optimal impact on the enterprise value stream. Improved reliability, reduced processes’ cycle times, and a focus on targeted effectiveness at lowest total cost are driving elements of improvement efforts. Emphasis on the management and integration of CPI projects. Project management principles are at the heart of success for supporting CPI projects, although CPI itself is not a project but rather a journey of continuous improvement without end. Periodic progress evaluation and reporting are essential for results achievement and synergy among improvement projects. This Guidebook provides a format for initiating, tracking and evaluating CPI projects in terms of process improvement. Ways to determine how well projects and organizations are progressing with CPI initiatives, training, and certification. This Guidebook provides a framework and useful checklists to gauge organizational CPI maturity. CPI maturity can be recognized at various discrete stages. A critical mass of trained CPI resources is needed for success. To rapidly and effectively implement CPI in DoD, individuals should be trained to fulfill various full time and part time roles in CPI-related functions. The commitment for some key personnel may be two or more years. Levels of expertise will be defined and individuals identified based on the level of expertise they achieve. Outside expert assistance is likely to be initially needed from sources such as other DoD activities or the commercial sector. But the goal is to develop in-house CPI expertise and capabilities within a reasonable timeframe (e.g. 1 to 3 years) and take full ownership for the continuing emphasis on CPI. Primary Roles CPI Champions lead CPI within their respective organizations through active sponsorship and drive the development of the mission, vision, strategic plan and attention to results. They ensure the necessary resources are available to the CPI Steering Committees, CPI Support Teams, and Work Groups, while monitoring the implementation and sustainment of CPI across the organization. CPI Steering Committees participate in creation and sharing of the vision, and acknowledge its importance to the organization’s success. The Steering Committee members develop vision aligned strategies, define operational plans and metrics, monitor performance and provide guidance and business focus. This group is often referred to as a Deployment Team in the early stages of CPI or Lean Six Sigma implementation. CPI Support Teams provide organizational education and training and facilitate DMAIC project management of CPI initiatives. The Support Team works closely with the steering committee and CPI Working Groups to eliminate barriers to improved performance through CPI initiatives. CPI Work Groups accept process ownership and employ applicable CPI tools to analyze the current situation, identify ways to improve operations, seek approval for change and execute process transformation. These groups utilize the know-how and experience of the individual members and consult, as necessary, with peer groups to accelerate process improvement. CPI Peer Groups share common functional responsibilities and provide an opportunity for sharing information about CPI goals, challenges, approaches, activities, and accomplishments. Peer groups share a larger common performance goal above their specific subsets of effort and collectively can influence optimization of CPI initiatives to improve overall organizational performance at affordable cost.

    10. DAU has been active in its efforts to support CPI in not just the AT&L work force, but across DoD. Using our Performance Learning Model as a foundation, DAU is providing 24/7, just-in-time, point of use, access to learning assets for our customers,. We have conducted research and published articles on CPI in our Acquisition Research Journal, and have a planned edition which will be dedicated to that topic. We have established partnerships with several organizations that allow us to stay on the leading edge of CPI knowledge and share best practices to benefit DoD. We connect with : Academia – including University of Tennessee, MIT, USC, and University of Alabama Industry – including Boeing, Lockheed-Martin, and the Reliability Maintainability, Supportability (RMS) Partnership Services – AFSO-21 for the Air Force and LSS with the Navy and Marine Corp We have Black Belts trained in various regions of the DAU and have been working to develop curriculum, deliver courses and workshops (Executive Level, Champion, Yellow Belt, Green Belt and Black Belt). We use blackboard to allow for on-line collaborative efforts in curriculum development and hope to leverage this into on-line collaborative learning assets for students. We have deployed 4 Continuous Learning Modules, with free access to DoD and our industry partners. To date nearly 20 thousand course completions have been logged and the numbers grow each day. In an effort to keep pace with technology and disseminate information to as broad and varied a customer base as possible, DAU has deployed Web Casts, on-line videos and Pod Casts related to CPI; including the complete interview of which you have seen a “snippet” of already. A Community of Practice as been developed, built with a team that included representatives from all the services, as well as several acquisition disciplines and DoD agencies. A taxonomy was created and the is presently being populated with information. The CoP will be more than just a static place to disseminate information, as it will allow for members to make contributions, participate in threaded discussions, access work group areas for collaborative efforts, and serve as a place to see lessons learned and best practices.DAU has been active in its efforts to support CPI in not just the AT&L work force, but across DoD. Using our Performance Learning Model as a foundation, DAU is providing 24/7, just-in-time, point of use, access to learning assets for our customers,. We have conducted research and published articles on CPI in our Acquisition Research Journal, and have a planned edition which will be dedicated to that topic. We have established partnerships with several organizations that allow us to stay on the leading edge of CPI knowledge and share best practices to benefit DoD. We connect with : Academia – including University of Tennessee, MIT, USC, and University of Alabama Industry – including Boeing, Lockheed-Martin, and the Reliability Maintainability, Supportability (RMS) Partnership Services – AFSO-21 for the Air Force and LSS with the Navy and Marine Corp We have Black Belts trained in various regions of the DAU and have been working to develop curriculum, deliver courses and workshops (Executive Level, Champion, Yellow Belt, Green Belt and Black Belt). We use blackboard to allow for on-line collaborative efforts in curriculum development and hope to leverage this into on-line collaborative learning assets for students. We have deployed 4 Continuous Learning Modules, with free access to DoD and our industry partners. To date nearly 20 thousand course completions have been logged and the numbers grow each day. In an effort to keep pace with technology and disseminate information to as broad and varied a customer base as possible, DAU has deployed Web Casts, on-line videos and Pod Casts related to CPI; including the complete interview of which you have seen a “snippet” of already. A Community of Practice as been developed, built with a team that included representatives from all the services, as well as several acquisition disciplines and DoD agencies. A taxonomy was created and the is presently being populated with information. The CoP will be more than just a static place to disseminate information, as it will allow for members to make contributions, participate in threaded discussions, access work group areas for collaborative efforts, and serve as a place to see lessons learned and best practices.

    11. Online Training Process Improvement Intro to Lean

    12. DAU has been active in its efforts to support CPI in not just the AT&L work force, but across DoD. Using our Performance Learning Model as a foundation, DAU is providing 24/7, just-in-time, point of use, access to learning assets for our customers,. We have conducted research and published articles on CPI in our Acquisition Research Journal, and have a planned edition which will be dedicated to that topic. We have established partnerships with several organizations that allow us to stay on the leading edge of CPI knowledge and share best practices to benefit DoD. We connect with : Academia – including University of Tennessee, MIT, USC, and University of Alabama Industry – including Boeing, Lockheed-Martin, and the Reliability Maintainability, Supportability (RMS) Partnership Services – AFSO-21 for the Air Force and LSS with the Navy and Marine Corp We have Black Belts trained in various regions of the DAU and have been working to develop curriculum, deliver courses and workshops (Executive Level, Champion, Yellow Belt, Green Belt and Black Belt). We use blackboard to allow for on-line collaborative efforts in curriculum development and hope to leverage this into on-line collaborative learning assets for students. We have deployed 4 Continuous Learning Modules, with free access to DoD and our industry partners. To date nearly 20 thousand course completions have been logged and the numbers grow each day. In an effort to keep pace with technology and disseminate information to as broad and varied a customer base as possible, DAU has deployed Web Casts, on-line videos and Pod Casts related to CPI; including the complete interview of which you have seen a “snippet” of already. A Community of Practice as been developed, built with a team that included representatives from all the services, as well as several acquisition disciplines and DoD agencies. A taxonomy was created and the is presently being populated with information. The CoP will be more than just a static place to disseminate information, as it will allow for members to make contributions, participate in threaded discussions, access work group areas for collaborative efforts, and serve as a place to see lessons learned and best practices.DAU has been active in its efforts to support CPI in not just the AT&L work force, but across DoD. Using our Performance Learning Model as a foundation, DAU is providing 24/7, just-in-time, point of use, access to learning assets for our customers,. We have conducted research and published articles on CPI in our Acquisition Research Journal, and have a planned edition which will be dedicated to that topic. We have established partnerships with several organizations that allow us to stay on the leading edge of CPI knowledge and share best practices to benefit DoD. We connect with : Academia – including University of Tennessee, MIT, USC, and University of Alabama Industry – including Boeing, Lockheed-Martin, and the Reliability Maintainability, Supportability (RMS) Partnership Services – AFSO-21 for the Air Force and LSS with the Navy and Marine Corp We have Black Belts trained in various regions of the DAU and have been working to develop curriculum, deliver courses and workshops (Executive Level, Champion, Yellow Belt, Green Belt and Black Belt). We use blackboard to allow for on-line collaborative efforts in curriculum development and hope to leverage this into on-line collaborative learning assets for students. We have deployed 4 Continuous Learning Modules, with free access to DoD and our industry partners. To date nearly 20 thousand course completions have been logged and the numbers grow each day. In an effort to keep pace with technology and disseminate information to as broad and varied a customer base as possible, DAU has deployed Web Casts, on-line videos and Pod Casts related to CPI; including the complete interview of which you have seen a “snippet” of already. A Community of Practice as been developed, built with a team that included representatives from all the services, as well as several acquisition disciplines and DoD agencies. A taxonomy was created and the is presently being populated with information. The CoP will be more than just a static place to disseminate information, as it will allow for members to make contributions, participate in threaded discussions, access work group areas for collaborative efforts, and serve as a place to see lessons learned and best practices.

    13. OSD Implementation There can be no doubt that Gordon England has brought energy and enthusiasm to the CPI initiative and serves as a true Champion. To help bring focus to this initiative, he established a Senior Steering Committee (chaired by Beth McGrath, Principle DUSD Business Transformation, and attended by Flag/SES representatives from each service and several Agencies and OSD offices) of which DAU is an advisory member. Gordon England has also directed the establishment of a CPI/LSS Program Office, under Beth McGrath to facilitate implementation across OSD. Initially, in order to leverage successes from service islands of excellence, primarily at maintenance activities, the DoD focal point was assigned to MR and MP. They made great head way, and still serve as the AT&L focal point. In order to clearly indicate CPI is more than just a “shop floor” initiative, Gordon England established the office in Business Transformation to ensure it was viewed as having enterprise-wide applicability. In addition to supporting the Senior Steering Committee, DAU has helped develop curriculum, delivered training and provided workshops and mentoring to senior leaders and members of various services and agencies.There can be no doubt that Gordon England has brought energy and enthusiasm to the CPI initiative and serves as a true Champion. To help bring focus to this initiative, he established a Senior Steering Committee (chaired by Beth McGrath, Principle DUSD Business Transformation, and attended by Flag/SES representatives from each service and several Agencies and OSD offices) of which DAU is an advisory member. Gordon England has also directed the establishment of a CPI/LSS Program Office, under Beth McGrath to facilitate implementation across OSD. Initially, in order to leverage successes from service islands of excellence, primarily at maintenance activities, the DoD focal point was assigned to MR and MP. They made great head way, and still serve as the AT&L focal point. In order to clearly indicate CPI is more than just a “shop floor” initiative, Gordon England established the office in Business Transformation to ensure it was viewed as having enterprise-wide applicability. In addition to supporting the Senior Steering Committee, DAU has helped develop curriculum, delivered training and provided workshops and mentoring to senior leaders and members of various services and agencies.

    16. Deputy Sec Def CPI Goals Include CPI/LSS in individual performance objectives Report progress and outcomes of ongoing and completed CPI/LSS projects and activities to the DoD CPI/LSS Program Office

    17. CPI Certification Standard

    18. CPI Deployment Cycle

    19. DAU Learning Resources CPI Guide Classroom Courses Learning Modules Online Toolkit

    20. DAU has been active in its efforts to support CPI in not just the AT&L work force, but across DoD. Using our Performance Learning Model as a foundation, DAU is providing 24/7, just-in-time, point of use, access to learning assets for our customers,. We have conducted research and published articles on CPI in our Acquisition Research Journal, and have a planned edition which will be dedicated to that topic. We have established partnerships with several organizations that allow us to stay on the leading edge of CPI knowledge and share best practices to benefit DoD. We connect with : Academia – including University of Tennessee, MIT, USC, and University of Alabama Industry – including Boeing, Lockheed-Martin, and the Reliability Maintainability, Supportability (RMS) Partnership Services – AFSO-21 for the Air Force and LSS with the Navy and Marine Corp We have Black Belts trained in various regions of the DAU and have been working to develop curriculum, deliver courses and workshops (Executive Level, Champion, Yellow Belt, Green Belt and Black Belt). We use blackboard to allow for on-line collaborative efforts in curriculum development and hope to leverage this into on-line collaborative learning assets for students. We have deployed 4 Continuous Learning Modules, with free access to DoD and our industry partners. To date nearly 20 thousand course completions have been logged and the numbers grow each day. In an effort to keep pace with technology and disseminate information to as broad and varied a customer base as possible, DAU has deployed Web Casts, on-line videos and Pod Casts related to CPI; including the complete interview of which you have seen a “snippet” of already. A Community of Practice as been developed, built with a team that included representatives from all the services, as well as several acquisition disciplines and DoD agencies. A taxonomy was created and the is presently being populated with information. The CoP will be more than just a static place to disseminate information, as it will allow for members to make contributions, participate in threaded discussions, access work group areas for collaborative efforts, and serve as a place to see lessons learned and best practices.DAU has been active in its efforts to support CPI in not just the AT&L work force, but across DoD. Using our Performance Learning Model as a foundation, DAU is providing 24/7, just-in-time, point of use, access to learning assets for our customers,. We have conducted research and published articles on CPI in our Acquisition Research Journal, and have a planned edition which will be dedicated to that topic. We have established partnerships with several organizations that allow us to stay on the leading edge of CPI knowledge and share best practices to benefit DoD. We connect with : Academia – including University of Tennessee, MIT, USC, and University of Alabama Industry – including Boeing, Lockheed-Martin, and the Reliability Maintainability, Supportability (RMS) Partnership Services – AFSO-21 for the Air Force and LSS with the Navy and Marine Corp We have Black Belts trained in various regions of the DAU and have been working to develop curriculum, deliver courses and workshops (Executive Level, Champion, Yellow Belt, Green Belt and Black Belt). We use blackboard to allow for on-line collaborative efforts in curriculum development and hope to leverage this into on-line collaborative learning assets for students. We have deployed 4 Continuous Learning Modules, with free access to DoD and our industry partners. To date nearly 20 thousand course completions have been logged and the numbers grow each day. In an effort to keep pace with technology and disseminate information to as broad and varied a customer base as possible, DAU has deployed Web Casts, on-line videos and Pod Casts related to CPI; including the complete interview of which you have seen a “snippet” of already. A Community of Practice as been developed, built with a team that included representatives from all the services, as well as several acquisition disciplines and DoD agencies. A taxonomy was created and the is presently being populated with information. The CoP will be more than just a static place to disseminate information, as it will allow for members to make contributions, participate in threaded discussions, access work group areas for collaborative efforts, and serve as a place to see lessons learned and best practices.

    21. Questions?

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