Six Sigma Grads learn 'hands on' process

Lean Six Sigma is a structured process-improvement methodology being implemented Army-wide, explained Maj. Larry Deaton, deployment director with the Georgia Dept. of Defense. “The objective is to observe and analyze processes and figure out how to do them better,” he said. Deaton said that he defines the term “better” processes as those having less waste, improved output, increased cost efficiency and higher customer satisfaction.  

During the training, students worked on individual LSS projects, which identified specific opportunities for process improvement within the Georgia Dept. of Defense and National Guard.  Each team presented their projects, information and materials to the class.

Lieutenant General David Poythress, Georgia’s Adjutant General, said that he believes it is vital that all organizational leaders understand the importance of LSS.  He added that in this challenging fiscal environment, it is important to take measured steps to control costs and ensure resources are applied to the most critical requirements.

Maj. Jay McNair, a green belt candidate from the Director of Logistics’ office, focused on the new ideas he gained in class that he can take back to his organization. 

“LSS initiatives will help streamline processes within our organization and can easily identify the steps that will lead to improved accountability of equipment,” said McNair.  “This training has exceeded my expectations!”   

“Employees should not think of LSS as something extra to do, but as a way for them to be involved in solving current organization problems,” said Greg Schlachter, one of the trainers for the course.

During the first week of class, students learned about LSS and its history. Using exercises, activities and three textbooks, they learned an approach to process improvement using the five step DMAIC (Define-Measure-Analyze-Improve-Control) model.

“I think it’s a great business methodology. I think it can be applied in numerous areas,” said Dena Jester, Budget Analyst for the USPFO of Georgia. Her LSS project is to reduce budget grow back with un-liquidated funds.

While they worked on their individual projects during the three-week break between training sessions, students also met with their mentor, Capt. Marisol Chalas, who is the project leader for Georgia’s LSS training, for advice and guidance.

 “We’re going to keep tackling more and more projects,” said Chalas. “That’s going to make our organization run well and it’s going to eliminate headaches for people that you work with and people that work for you.”

 

The green belt course is the first level of LSS certification. Green belts within an organization tackle projects that have a limited scope and typically can be completed within one to four months, Chalas said.

 

Green belts usually have full-time responsibilities other than their LSS projects. They also serve as part of LSS teams on larger projects, working under “black belts, which is the next level of certification, explained Chalas, who is herself a black belt.

 

“We also give the participants some communications and planning tools to help equip them to manage and sell change,” added Deaton. “We help them recognize that change does not come easily or by accident”

Twenty-three Soldiers, Airmen and employees of the Georgia DOD have graduated from the inaugural course of an exciting, hands-on continuous process improvement program called Lean Six Sigma. (National Guard Photo by Pfc Adam Dean)