![]() ![]() and to reduce the vulnerability of loss and theft to all U.S. "The real benefit of this project was to close a gap in accountability. "This was not lost or stolen property, but stuff that was not properly accounted for and therefore vulnerable to loss or theft," he said. The charter was to prevent discrepancies, which amounted to more than $1 million in the previous fiscal year, Card said. "This was my first project with DOL and it was a great learning experience," Card said. Lean Six Sigma is a certification, and project leaders don't necessarily need to work in their functional area to take on a Lean Six Sigma project. Jeff Card, who works for Army Community Service, was the DOL project leader. The team that worked on this project made some difficult, but necessary, decisions and we're certain these new processes will be sustainable over time." "Implementing some of the changes has been a challenge, but the end result is an improved process with long-term effects. "The project has really provided us with positive results," said Richard Pollitt, Bamberg's DOL director. The project in its pilot phase was also able to provide a reduction of material processing costs and labor times by 64 percent.Īnother Lean Six Sigma project titled Prevent Property Book Discrepancies integrated processes for the Directorate of Logistics to be more effective and efficient. Through implementing a new standardized ordering procedure, the project was able to reduce repeat orders of material and is projected to have a financial benefit of about $40,000 a year. The term puzzle describes the situation very well." "Nobody knows everything, but thanks to the right team, you obtain the complete picture. ![]() "The consolidated team knowledge about regulations, data processing, ordering procedures and DPW workflows was a must," Brandel said. The team is made up of subject matter experts and technical experts who put the pieces of the puzzle together. All Lean Six Sigma projects consist of what is known as the Core Team. "The existing Army software "Supply 2000" offered all the necessary tools to do the job."īrandel wasn't alone in the project. "Every work step was questioned and it was amazing to see how many steps could be eliminated, which seemed to be mandatory initially," he said. There was a great passion for typing lists, reports and orders with always the same data.īrandel said it took some convincing to break the mold. Looking closer at the whole ordering process revealed some redundant steps, he said. "Watching one of our DPW foremen creating bills of material in FormFlow, with great diligence, in English and German just to print them out and close the form without saving any of this valuable data gave me the initial shock. "As a former database developer and (Information Technology) specialist I was accustomed to the idea that data you enter once into an IT system can be used in multiple ways for further processing in the future," Brandel said. Two major projects were titled Directorate of Logistics Central Receiving Point (CRP) Redesign and Directorate of Public Works Army Family Housing - Between Occupancy Maintenance Improvement.Īnother Lean Six Sigma project for DPW titled Internal Supply Ordering Process Redesign had a significant impact on eliminating redundancy and reducing errors, said Carsten Brandel, who works for DPW and was the project leader. ![]() Used together in a project, initiative, or implementation process, the two reinforce better business practices. It seeks to identify and remove the causes of defects and errors in business practices. Six Sigma evolved as a quality initiative in the semiconductor industry. Lean rose as a method for optimizing manufacturing in the automotive industry. Lean Six Sigma originated from two methodologies. "The impact of these projects eliminate redundancy, optimize resources, and reduce paperwork and costs associated with inefficient labor expenses," Rosenberg said. The idea for improving IMCOM-Europe practices through a business model strategy helps the Army generate cost efficiency, streamlined services and optimize productivity, said Lt. "If the answer is no, I don't know, or maybe, then there is room for improvement." "Look at the way we've done things over the years and ask the question is this smart business," said Ward Nichols, USAG Bamberg Plans, Analysis and Integration Office. The projects are bringing about significant change within the organization, which is a result of the Army's business transformation model. The five projects, four of which had a major impact on operations, are the most out of all garrisons in Europe to be complete since Lean Six Sigma's inception into Installation Management - Europe garrisons. Army Garrison Bamberg are achieving enormous praise for top-level performance in Europe. BAMBERG, Germany - Five Lean Six Sigma projects at U.S.
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