NASA Operating Excellence

1. NASA Operating Excellence GSFC Lean Six Sigma (LSS) Overview

2. Agenda • Introductions • Six Sigma/Lean Six Sigma (LSS) at GSFC – Tony DiVenti/Nat Jambulingam • History of GSFC LSS Activities • GSFC’s team • Upcoming Training • GSFC Projects, Success Stories & Testimonials • LSS Overview – Mark Adrian • Q&A

3. Lean Six Sigma at GSFC • Prior to 2011  Limited LSS application done through Management Systems Council (MSC) continuous improvement activities • 2011  Renewed LSS efforts with addition of Natesan Jambulingam to GSFC Code 300 (NASA Certified LSS Black belt) • Created a virtual LSS Office: Tony DiVenti (Industry trained Black Belt), Natesan Jambulingam (NASA Certified Black Belt/primary GSFC POC, Mark Bollard(Industry trained Black Belt), Garcia Blount (NASA trained Green Belt), Mike Kelly (Mission Support Division Chief) • Interfaced with NASA LSS personnel from across the Agency • Began rolling out LSS training to the Center • 17 GSFC managers have received Executive Overview training to date • 19 Green Belts trained • 2012  Supporting/Facilitating/Leading LSS project activities • 5/21/12: LSS GSFC Executive Overview – 1 hour • 5/23/12: LSS Champions Training – 8 hours • 6/18 – 21/2012  : LSS Green Belt Training (1 week) • 8/20 – 23/2012  : LSS Black Belt Training (1st week) • 9/24 – 27/2012  : LSS Black Belt Training (2nd week)

4. Success Stories and Testimonials Current 2012 GSFC LSS Projects • OCFO Reimbursable Process (Julie Baker, complete) • Center-level Equipment Sharing Process (Tony Diventi, pending implementation) • Code 270 Receiving Process (Marilyn Tolliver, in progress) • Code 300 ESD Garments Process (Jeannette Plante, in progress) • Code 100 Training Approval Process (Joe Winiarz, in progress) Success Stories and Testimonials • Tim McCain – Code 220 (Task Deployment Process Improvement Project) The Planning Branch has refined their process to include the completion of a ‘Functional Requirements Document’ (FRD) as a project is being planned.  Man-hours have been saved because the initial work assignment is correct, rather than having the work being bounced around between Branches before the correct Branch is found. Timeframes have been reduced because the correct Branch is receiving the work more quickly. • Linda Ledman – Code 110 (On-Boarding Process Improvement Project customer) The LSS methodology has clearly defined the processes and roles that help us achieve Rob Strain’s Bill of Rights on a regular basis.  There will always be rework as the processes change frequently for the Center as well as the agency.  These modifications need to be worked into our processes to ensure that our employee onboarding program continues to improve employee retention and time‐to‐productivity.  And ultimately, saving man hours, and I am sure costs in other areas.

5. NASA Operating Excellence Lean Six Sigma Overview Mark Adrian

6. Program Intent • The main intent of NASA’s Lean Six Sigma Program is to • Apply Lean principles and Six Sigma methodology to respective projects and work areas, to • Remove non-value added activities from existing processes that create NASA products and services • Design new processes • Develop strategic plans and plan execution • Develop in-house Lean Six Sigma Green Belts and Black Belts to serve as facilitators and part time leaders of process improvement team activities, to help NASA improve NASA

7. Time Line Six Sigma Focuses on Improving Quality Lean Focuses on Removing Waste What is Lean Six Sigma? Lean (basically) is the pursuit of waste elimination while Six Sigma pursues perfection in a process Typical Product / Service Flow Value Added Tasks Non-Value Added Tasks 7

8. Lean Principles • Lean is a methodology that evaluates processes with a focus on • Speed • Efficiency • Lean aims to cut waste and remove non-value added activities • Waste and value are measured with respect to the customer’s requirements Views of your process What you BELIEVE it is… What it ACTUALLY is… What you WANT IT TO BE…

9. Six Sigma -6s -5s -4s -3s -2s -1s 1s 2s 3s 4s 5s 6s Mean LSL USL -6s -5s -4s -3s -2s -1s 1s 2s 3s 4s 5s 6s Mean LSL USL 6s 3s Process Process 3.8s 6s = 99.99966% Good = 99% Good Practical Examples • 7 lost articles of mail per hour • 1.7 incorrect surgical operations per week • 68 wrong drug prescriptions each year • 1 hour without electricity every 34 yrs • 20,000 lost articles of mail per hour • 5,000 incorrect surgical operations per week • 200,000 wrong drug prescriptions each year • No electricity for almost 7 hours each month Variation has a major impact on the customer’s perception of quality s If we assume standard processes operate at 1 these examples become: • 636,000 lost articles of mail per hour • 159,000 incorrect surgical operations per week • 6.36M wrong drug prescriptions each year • No electricity for approximately 2 days per week

10. Why NASA Employs Lean Six Sigma Value Added TYPICAL COMPANY ORIGINAL LEAD TIME Non-Value Added = Waste TRADITIONAL PROCESS IMPROVEMENT VA Non-Value Added = Waste AFTER WASTE REDUCTION Value Added Waste Time and Labor Greater opportunity for improvement by focusing on reducing Waste Beyondlean.com

11. NASA’s Lean Six Sigma Journey • MSFC employee-driven grassroots effort has applied industry best practices • Successful projects brought visibility and demand grew for more Lean Six Sigma capability • Training program developed to create “in house” experts to meet demand • Lean Six Sigma project efforts have increased in scope and become cross cutting • Project Office’s have embraced Lean Six Sigma as a means for employees to improve the processes, products and services they are accountable for • Engineering Directorate has embraced Lean Six Sigma as a means for employees to improve the processes, products and services to meet program and projects needs

12. The Journey Continues • All Centers have LSS trained employee’s • All Centers have LSS POC’s to coordinate efforts • GRC’s Michael Moxley is the Agency LSS Program Manager • Responsible for training curriculum and content • Developing SharePoint site to track all Agency LSS Efforts • Agency VITS held monthly to discuss efforts • Successful projects are resulting in Lean Six Sigma expansion

13. NASA’s Lean Six Sigma Evolution Transforming • Continuous improvement is everyone's job • Improvement driven by strategy and measurements • Lean Six Sigma is "the way we work" • Result: Value delivered to taxpayers & customers • Management team leads process improvement • Opportunity-focused clusters • Managers applying the Lean Six Sigma methodology • Result: Larger benefits & better strategy execution Optimizing • Black Belts and Lean Six Sigma teams drive deployment • Ad hoc projects focused on tactical benefits • Learning the Lean Six Sigma tools • Result: cost-quality-schedule benefits Improving Agency Leaders Encourage Lean Six Sigma Applications 13

14. Focus LSS on What Matters Most • Leaders are engaged in Lean Six Sigma • NASA Leaders are highly visible in leading Lean Six Sigma training and projects • Visibility is planned into key training and project activities • Lean Six Sigma goal setting • Serious challenges or problems are identified for projects • Lean Six Sigma project scope and goals are explicit • Lean Six Sigma reporting is linked to existing reporting venues • Agency goals are major drivers • Improvement / design efforts are aligned to meet or exceed customer requirements • Implementation accountability • Successful project implementations are resulting in Lean Six Sigma expansion… Lean Six Sigma must be relevant to Agency Goals and Objectives

15. Closed Loop Continuous Improvement Process

16. When Do We Start Applying Lean Six Sigma? 100 90 80 70 60 50 40 30 20 10 Key to success: start early 70% Tremendous Opportunities Exist By Focusing on Design % Influence On Total Costs 20% 5% 5% More Savings When Applied Early in Life Cycle

17. Typical Candidates For Improvement • Processes that have: • High customer problems / complaints • High-cost • Schedule delays • Lots of inventory • Long cycle / span time • High rework / mistake rates • Employees are constantly • fire-fighting • Confusion over who does what • Too many approvals / reviews • Lots of “walking the paperwork through” to expedite • Organizations are “tailoring” the process, causing variation

18. Typical NASA Lean Six Sigma activities • Value Stream Maps (VSMs) • Used to identify areas of improvement opportunity • Kaizens • Improve existing processes • Product or Process Development Kaizens (PDKs) • Create processes that do not currently exist • Projects • Any difficult cross functional problem that does not lend itself to a Rapid Improvement Approach All NASA Lean Six Sigma events are Chartered

19. Typical Project Results - NASA Targeted Improvement Results 30 – 80% 30 – 80% 30 – 70% 30 – 70% 30 – 80% 30 – 90% Cost Drivers Rework Span Time Labor Costs Inventory Variation Lean Six Sigma Rule of Thumb: You can always reduce waste by at least 30%

20. Roles and Responsibilities • Master Black Belt • Trains and mentor’s belts • Technical resource • Coaches deployment champions and managers • Manages top projects • Black Belts • Leads projects • Mentor’s Green Belts • 1% Population • Agency Leaders • Vision • Goals • Priorities • Strategy • Champions/Deployment Leaders • Center / Program / Project level deployment • Barrier removal • Project identification and selection • Green Belts • Lead smaller projects • Key team member on larger projects • 6% Population • Project Sponsor • Resource allocation • Project focus • Ownership of the process • Cross functional coordination • Sustain the project gains • Team Lead • Team member on project • Project Manger for implementation

21. Types of Training Available • Types of training • Champions ( > 400) • Executive Overview ( >500) • Master Black Belt (in development) • Black Belt (> 100) • Green Belt (> 500) • General Awareness (>200) • Delivery Methods (In House) • On Site • Open enrollment (Satern) • Management Selects

22. Lean Six Sigma Lessons Learned • The ROI of Lean Six Sigma projects are directly proportional to the commitment of Senior Leadership to follow through on implementation • Projects must be endorsed and reviewed by senior management • Acceptance of Lean Six Sigma within an organization is accomplished through projects / events and not by training alone • Most effective results have been attained by Black Belts working Cradle To Grave on assigned events and projects

23. Lean Six Sigma Management Office • Subject Matter Experts • Lean Six Sigma Management Office is responsible for Lean Six Sigma implementation activities • Internal consultants for Operating Excellence events • Experts on the Lean Six Sigma tool-set • Provides training • Leverages outside resources • Locates on-site Green Belts and Black Belts • Coordinates site activities • Points of Contact • Natesan Jambulingam (GSFC) – 301-614-6074 • Mark Bollard – 301-286-7837