L E A R N T O D O B Y D O I N G E S T A B L I S H E D 1 9 2 0 Terminal Learning Objective Action Administer Continuous Process Improvement Conditions Given the DoD Continuous Process Improvement CPI Transformation Guidebook Summary Sheet a computer syste ID: 722908
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CONTINUOUS PROCESS IMPROVEMENT
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0Slide2
Terminal Learning Objective
Action:
Administer Continuous Process Improvement
Conditions:
Given the DoD Continuous Process Improvement (CPI) Transformation Guidebook, Summary Sheet, a computer system, and awareness of Operational Environment (OE
) variables and factors. Standards: With 80% accuracy:
1. Describe DoD CPI 2. Identify the DoD CPI Framework
3. Identify the Roles and Responsibilities of CPI2Slide3
Empowered People Operating in a Culture and Climate of Creativity & Innovation
Constantly Eliminating Waste and Variation
Reduced Costs & Increased Productivity
Meeting Operational Force Needs
Continuous Process
Improvement
3Slide4
Four Key Elements of CPI
4Slide5
Lean is about speed and efficiency
Six Sigma
is about precision and accuracy – leading to data-driven decisionsTheory of Constraints is about identifying constraints and managing them correctly
DoD CPI Framework
5Slide6
FundamentalConcepts of CPI
A set of “Musts”
A set of principles
A value stream focus
A recognizable CPI culture
6Slide7
CPI “Musts”
CPI infrastructure
Outcome-focused goalsThorough problem Definition, Measurement, Analysis, Improvement and Control (DMAIC)Visible leadership commitment
7Slide8
CPI Principles
Determine the current situation using objective (fact-based) data analysis
Analyze problems as a variation from a known or expected standardSet a goal to holistically improve the entire system and avoid sub optimization through isolated focus on process sub elements
Focus on the people, machines, and systems that add value
Improve processes through continuous controlled experimentation
Make decisions based on long-term improvement
Employ partnering with suppliers, customers, and other stakeholders
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Value Stream Focus
9Slide10
CPI Culture
Mutual trust and respect within the extended enterprise beyond the organization’s four walls
Keeping the voice of the customer first in mind at all times
Using dissatisfaction with the status quo to continually drive further performance improvement
Always being conscious of the total cost of your actions as they impact customer value and your organization
Staying receptive to new CPI concepts and tools as they might evolve and become applicable, while avoiding becoming locked in on a single school of thought that precludes other useful approaches and perspectives
10Slide11
CPI Deployment Cycle
11Slide12
Operational Plan
Goals
Provide the actions to achieve the specific organizational transformationRecognize and build on current good practicesProvide consistent expanding CPI deployment within the organization
12Slide13
Change Management
What are the priorities of the organization and are they aligned with higher level enterprise priorities?
What are the environmental elements—internal and external—that will help achieve the goals?
What available opportunities can be accomplished given the current organizational capability?
What are promising “quick wins” that can be tackled with the initial CPI deployment while the organization is learning the methodology and realizing its positive benefits?
13Slide14
Roles and Responsibilities
CPI Champions
CPI Steering Committees
CPI Support Teams
CPI Work Groups
CPI Peer Groups
14Slide15
Roles and Responsibilities
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
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
15Slide16
Roles and Responsibilities Con’t
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
16Slide17
Roles and Responsibilities Con’t
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
17Slide18
Other Important Roles and Responsibilities
IT Personnel and Vendors
Contracting Facilities Management Human Resources Supply Labor Unions
Finance Engineering
18Slide19
Terminal Learning Objective
Action:
Administer Continuous Process Improvement
Conditions:
Given the DoD Continuous Process Improvement (CPI) Transformation Guidebook, Summary Sheet, a computer system, and awareness of Operational Environment (OE)/Contemporary Operational Environment (COE) variables and factors.
Standards: With 80% accuracy:
1. Describe DoD CPI
2. Identify the DoD CPI Framework 3. Identify the Roles and Responsibilities of CPI2