CLE015 Continuous Improvement Familiarization
After completing this module, you will be able to:

Recognize the effect of CPI on an organization’s performance

Identify key CPI methodologies

Recognize the CPI deployment process
Identify key CPI deployment roles and responsibilities
Welcome to the CPI Effect on Organizational Performance lesson. This lesson will provide
information on how organizations function and the role of CPI in improving organizational
performance.
Approximate length: 30 minutes
The target audience includes all military and civilian Department of Defense personnel and
contractors supporting DoD activities.
Located throughout this lesson are Knowledge Reviews, which are not graded but enable
you to measure your comprehension of the lesson material.
After completing this lesson, you will be able to:

Identify functions of the entities in the Enterprise Organization Model

Define the factors that influence an organization’s performance

Define Continuous Process Improvement (CPI)

Identify the goal of CPI in organizational performance modification

Identify key facts in the history of business transformation in the DoD
Identify the objective of business transformation in the DoD
In the past, organizations were treated as discrete units. Each had its own facilities, people,
equipment, and materials and used these resources according to its own plan. Now, the
Enterprise Organization Model recognizes the interdependencies among various entities,
including suppliers, customers, and communities.
An enterprise is one or more organizations having related activities, unified operation, and a
common purpose. The graphic below shows some of the entities involved in the military
enterprise. Select each entity to learn more.


External Factors such as policies, laws, threats, budget, etc.
o
Usually an organization has limited or no influence on external factors
o
Understanding the external factors is essential to scoping an organization's
performance improvement activities
o
Additional external factors for DoD organizations include Warfighter needs, other
government agencies, commands, and services — our customers
Internal Factors such as leadership, strategy, process, etc.
o
An organization has control or influence over internal factors
o
Leadership — Guides development of an organization's vision and strategy
o
Vision — Determines an organization's key customers and the overall aim
o
Strategy — Drives and determines an organization's critical processes for
satisfying the customer
o
Processes — Drive an organization's requirement for people and resources;
determine what must be measured
All of the above factors determine an organization's culture
The external and internal factors that affect organizations are described here. Select each
external and internal factor to learn more.
Diagram showing external and internal factors that affect the military enterprise. Each
factor is represented by a box.
A box in the center of the graphic displays the internal factors. Leadership is at the top.
Below Leadership is an organization chart. The first level is Strategy and Objectives with
an arrow that flows to Critical Processes in the second level, and Goals and
Measurements and Culture in the third level. Critical Processes has an arrow that flows
into the third level factors: Goals and Measurements, Human Capabilities, Information
Knowledge Management, Organizational Structure/Roles and Responsibilities, and
Culture. Issue Resolution is at the bottom.
External factors are displayed on the perimeter. Laws and Regulations (Domestic and
International) has an arrow labeled Limitations that flows to internal factors. Economy
has an arrow labeled Economic Conditions that flows to internal factors. Society,
Community and Foreign Cultures has an arrow labeled Concerns that flows into internal
factors. Other Services, Agencies and Commands has four arrows: an arrow labeled
Services and Equipment that flows from internal factors, an arrow labeled needs that
flows into internal factors, an arrow labeled Services and Equipment that flows into the
Warfighter, and an arrow labeled Needs that flows from the the Warfighter. The
Warfighter has three arrows: an arrow labeled Services and Equipment that flows from
external factors, an arrow labeled Needs that flows into internal factors and an arrow
flowing to Worldwide Threats. Raw Materials Equipment and Services has an arrow
flowing into internal factors and World Threats. Resources: Money, People, and
Technology have any arrow flowing into internal factors.
The external and internal factors that affect organizations are described here. Select each
external and internal factor to learn more.
Continuous Process Improvement Familiarization
True. Internal factors are those that an organization has control of or influence on.
The Department of Defense's mission is to maintain and employ Armed Forces to support
and defend the Constitution of the United States against all enemies, foreign and domestic.
CPI is an integrated system of improvement that focuses on doing the right things, right.
CPI is also an enterprise-wide "way of thinking" for achieving lower cost, shorter lead times,
and higher quality. As a way of thinking, CPI is relevant to any process, regardless of
complexity or relative importance. The CPI system has an on-going focus on enhancing the
satisfaction of the Warfighter's needs.
The goal of CPI is to continuously improve products and services. Essential to achieving this
goal is knowing what the customer wants — the customer determines what is of value.
Voice of the Customer (VOC) means actively listening and responding to the needs of the
customer. Through this active listening customer requirements can be captured in a variety
of ways, including:

Direct discussion

Surveys

Customer specifications

Observation

Warranty data
Field reports
CPI is being used by the DoD to achieve transformation. One of the goals of DoD
transformation is to address the challenges posed by the high cost of acquiring new weapon
systems and maintaining legacy systems.
A strategic approach is needed to improve:

Reliability

Cycle time

Cost

Quality

Productivity
The objective is to ensure that the right capabilities, resources, and materiel are rapidly
delivered to our Warfighters: What they need, where they need it, when they need it,
anywhere in the world.
Warfare in the 21st century is very different from the conflicts of the past:

During the Cold War, national security was oriented toward defeating large, powerful
nation-states with slow-moving and predictable armies and weapons systems

Today, our enemies are often characterized by small, stateless networks of agile
organizations, as well as traditional threats
To defend against this broad range of threats requires an agile joint force dominant across
the full spectrum of military operations.
Such a highly flexible and adaptable fighting force requires an equally flexible, highperformance, and responsive business and financial support infrastructure, capable of
adapting to ever-changing conditions.
CPI programs are being initiated throughout the DoD. They are often referred to as Lean,
Six Sigma, Quality, Theory of Constraints, or have service specific titles such as the Navy's
AIRSpeed, the Air Force's Smart Operations 21, and the Army's Lean Six Sigma program.
A 2005 analysis of material readiness to support the Warfighter by the Deputy Under
Secretary of Defense (Logistics and Materiel Readiness) indicated that CPI is a viable
concept for improving Warfighter support by achieving shorter lead times, higher quality,
and lower costs. Five areas were identified that would benefit from the application of CPI
concepts and tools:

Materiel acquisition

In-service engineering

Materiel maintenance

Supply support
Materiel distribution
A goal of Continuous Process Improvement is to continuously improve products and
services by actively listening and responding to the needs of the customer.
False. In the 21st century, our enemies will most likely be small, stateless networks of agile
organizations, as well as traditional threats.
Congratulations. You have completed the CPI Effect on Organizational Performance lesson.
The following are some of the topics that were presented:

The Enterprise Organization Model is a way to view an organization by all of the
factors that impact it, both external and internal

Organizations have little or no influence over external factors

Since organizations have control over internal factors, improvement efforts should
begin with them

The goal of CPI is to continuously improve products and services (output) by actively
listening and responding to the needs of the customer (input)

The objective of DoD transformation is to ensure that the right capabilities, resources,
and materiel are rapidly delivered to our Warfighters
An analysis of material readiness to support the Warfighter indicated that CPI is a viable
concept for improving Warfighter support by achieving shorter lead times, higher quality,
and lower costs
Welcome to the Continuous Process Improvement (CPI) Methodologies lesson.
Several methods for process improvement exist. Three methods will be discussed:

Six Sigma

Lean

Theory of Constraints (TOC)
Approximate length: 1 hour
The target audience includes all military and civilian Department of Defense personnel and
contractors supporting DoD activities.
Located throughout the lesson are Knowledge Reviews, which are not graded but enable you
to measure your comprehension of the lesson material.
After completing this lesson, you will be able to:

State the purpose of Six Sigma

Define effectiveness

Identify key Six Sigma methodology and tools

Identify how Six Sigma methodology applies to the Enterprise Model

State the purpose of Lean

Define efficiency

Identify key Lean methodology and tools

Identify how Lean methodology applies to the Enterprise Model

Define Lean Six Sigma

Define the Theory of Constraints (TOC)

Identify what Six Sigma, Lean, and TOC have in common

Define common metrics used in Lean, Six Sigma, and TOC
Identify successful applications of Six Sigma, Lean, and TOC within DoD
Six Sigma was embraced by the Motorola Corporation as a method of improving customer
satisfaction by increasing product quality.
Six Sigma has roots in the field of statistics. Key terms include:

Specification — The customer's requirement for product performance

Sigma () — A quantitative measure of a process's variation in delivering products
A Six Sigma process delivers 99.9999998% of its products within specification (they meet
the customer's requirements).
Six Sigma is a widely accepted improvement methodology that focuses on reducing process
variation. Many proponents throughout government, industry, and academia recognize that
improving quality, by reducing variation, leads to reduced costs and increased customer
satisfaction.
Six Sigma methodology relies on straightforward problem-solving principles supported by
statistical analysis.
When discussing Six Sigma, effectiveness refers to decreasing output variation, whether for
a product or a service.
For a process performing within specification, reducing variation reduces defects, which in
turn will increase customer satisfaction.
In the graphic, the upper curve represents a process with a standard deviation of 4 units.
The control limits represent a 6 process, resulting in 2 defects per billion opportunities
(dpbo).
The lower curve (red) represents a process with a standard deviation of 8 units. The control
limits represent a 3 process, which results in 2700 defects per million opportunities
(dpmo). Clearly, reducing the process variation results in delivery of fewer defects.
To illustrate the effect of variation on customer satisfaction, we'll use tires:
A manufacturer advertises tires that last 40,000 miles. If one set lasts 30,000 miles,
another lasts 40,000 miles, and a third lasts 50,000 miles, the average expected life for
each set is 40,000 miles, which meets the manufacturer's claims.

The person who got the set of tires that lasted 30,000 miles will notice this variation
(he expected 40,000 and got 30,000 — he will be disappointed)

The person with the 40,000 mile set got what he expected — nothing to notice

The person with the 50,000 mile set will also notice this variation. He will probably be
happy since his expectations were exceeded
What gets noticed is the difference between expectations and reality — the variation.
Six Sigma uses a five-step model called DMAIC (Define-Measure-Analyze-Improve-Control)
to reduce variation. Select each portion of the graphic to read about the step.
Six Sigma can be described as a methodology for reducing process and product
variation.
Reducing varaiations defines effectiveness.
Lean is a system for reducing or eliminating the waste of resources. The following resources
must be used efficiently to provide the best possible value for the customer:

Money

Materials

Time

Intellectual capital

Space
Waste is minimized by evaluating processes and eliminating anything that does not add
value.
Lean was embraced by the Japanese auto manufacturer, Toyota, and was a key philosophy
in the evolving Toyota Production System (TPS).
The TPS was developed after a visit to a Ford plant in Detroit revealed that the American
model of mass production would not work in Japan. Toyota viewed the production system at
Ford as wasteful and believed there were better ways to produce quality products while
recognizing the talents of workers.
Even though the TPS was designed to improve manufacturing processes, Lean has spread
beyond manufacturing enterprises and has been used successfully in transactional (office)
environments.
Efficiency is what we are trying to achieve with Lean, by reducing or eliminating waste.
When evaluating processes, it's important to determine which tasks or activities are value
added
or non-value added.
The identification and elimination of waste are central to the Lean philosophy. Lean
recognizes two categories of waste: information waste and manufacturing waste.
Select the two tabs on the top of the image to the right and then select the different types
to learn more.
An enterprise must be viewed as a system. Each part is interdependent for proper
operation. Listed below are the four kinds of linkage relationships and some examples:

Information — Information must flow between the parts of an enterprise, the
enterprise and supplier, and the enterprise and customer

Organization — Integrated Product Teams may be used to integrate different parts of
an enterprise

Process — The enterprise may employ a standardized process for Integrated Product
and Process Development
Technology — The Internet is used to link enterprises with their suppliers and customers
Dr. James Womack, renowned management expert and proponent of Lean, developed five
fundamental principles of Lean thinking. Select each principle to learn more.
Lean Six Sigma, as the name implies, combines Lean and Six Sigma to achieve greater
process improvement gains. The purpose of Lean is to minimize waste (increase efficiency)
and that of Six Sigma is to reduce variation (increase effectiveness). The result of the
combination is the customer will receive a defect-free product faster.
In general, Lean techniques will result in more immediate gains. Improvements from Six
Sigma application will take longer. Using the methods together will maximize productivity
and ensure customers are getting what they need, when they need it.
Lean and Six Sigma each provide tools to improve processes and customer satisfaction, but
results can be more dramatic when both approaches are applied simultaneously.
Six Sigma provides statistical proof of quality improvement, while Lean helps deliver quality
products faster by removing barriers to flow and minimizing wasteful practices.
The purpose of Lean is to reduce or eliminate waste.
True. The five fundamental principles of Lean thinking are: Define value in the customer's
terms, identify the value stream, make the process flow, pull value from the customer, and
pursue perfection.
The Theory of Constraints (TOC), developed by Dr. Eliyahu M. Goldratt, is based on the idea
that quality and productivity will increase if various constraints are removed. TOC can apply
to:

Manufacturing processes, such as inefficient factory layouts, wrong quantity or type of
inventory, or schedule problems

Management processes, such as outdated policies or procedures
TOC is not a substitute for other CPI tools. It should be used in conjunction with other CPI
tools to reap maximum benefits.
A constraint is anything that hinders an organization in reaching its goals. There are two
types of constraints: physical and non-physical.
Examples of physical constraints:

Warehouse space

Machine capacity

Number of delivery vehicles
Examples of non-physical constraints:
 Employee attitudes

Customer demand
Company procedures
The steps in applying TOC are as follows:
1. Identify the constraint(s) — Examine process flow and determine where the problem
lies
2. Decide how to manage the constraint — How to get the most from the constrained
element
3. Adjust other parts of the process as necessary to get the best use of the constrained
element in step 2
4. Break the constraint — If the adjustments in step 3 did not work, it may be time to
retool, hire more workers, find new suppliers, etc.
If the constraint returns or a new one develops, return to step 1
Although each of the CPI methodologies has different tool sets and different goals, there is a
common thread — all involve reducing or removing barriers to customer service.

Six Sigma reduces variation

Lean reduces waste
TOC reduces constraints
Application Guideline
Program
Theory
Application
Guidelines
Focus
Six Sigma
Reduce Variation
Lean Thinking
Remove Waste
Theory of Constraints
Manage Constraints
1.
Define
1.
Identify Value
1.
Identify Constraint
2.
Measure
2.
Identify Value Stream
2.
Exploit Coinstraint
3.
Analyze
3.
Flow
3.
Subordinate Process
4.
Improvement
4.
Pull
4.
Elevate Constraint
5.
Control
5.
Perfections
5.
Repeat Cycle
Problem Focused
Flow Focused
System Constraints
Which CPI tool is best?
There is no right answer to this question. All of the tools have been used successfully.
The selection of the tool depends on the organization's goals. Answering the following
questions will assist an organization in the selection of a CPI tool.

Do we want to get better?
Do we want to get faster?
Metrics are a means of measuring progress toward goals. This means that the current state
must be documented, so improvements can be measured.
It is important that metrics be aligned with organizational goals. If they are not, the data
collected will be of little or no value.
Additionally, metrics should be used in combination with each other to ensure that gains in
one area don't cause losses in another. For example, if a shipper stresses on-time
deliveries, employees may meet this goal, but at the expense of safety or condition of items
at delivery. Multiple metrics should be used to track all factors relevant to providing the best
customer service.
There are two types of metrics:

Lagging metrics — Metrics that are collected and reported after the fact. This type of
metric is good for tracking trends, but by the time the trend is noticed, there may
already be problems

Leading metrics — Metrics that indicate how an outcome should be achieved. This
type of metric can be helpful in minimizing problems
There are five key characteristics of good metrics:

Valid

Obtainable

Accurate

Repeatable

Actionable
If one or more of these attributes are missing, metrics will be of little value.
If metrics are being compiled simply to show the boss on a regular basis that something
important is being done, then the metrics are pointless and the time spent updating them
would be better spent elsewhere. Good metrics are those that show improvements in
effectiveness and efficiency, which translate to increased value for the customer.
True. The Theory of Constraints is based on the idea that quality and productivity will
increase if various constraints are removed.
Theory of Constraints (TOC), Six Sigma, and Lean involve reducing or removing
barriers to customer service.
Congratulations. You have completed the Continuous Process Improvement Methodologies
lesson. The following are some of the topics that were presented:

Six Sigma enables organizations to increase effectiveness by minimizing output
variation

Six Sigma uses a five-step model called DMAIC (Define-Measure-Analyze-ImproveControl) to reduce variation

Several tools, such as Pareto charts and Poka Yoke, are available to help implement
Six Sigma

Lean enables organizations to increase efficiency by reducing or eliminating waste

Lean Six Sigma enables organizations to deliver defect-free products faster

The five principles of Lean are define value, identify the value stream, make the
process flow, pull value from the customer, and pursue perfection

Lean Six Sigma combines Lean and Six Sigma which results in the customer receiving
a defect-free product faster

Theory of Constraints states that quality and productivity will increase if constraints
are removed
Good metrics are important in ensuring that process outputs are what they are supposed to
be
Welcome to the Continuous Process Improvement (CPI) Deployment lesson. This lesson will
explain the principles behind CPI, a logical method for implementing CPI, and mistakes to
avoid. Also, several DoD success stories are related.
Approximate length: 45 minutes
The target audience includes all military and civilian Department of Defense personnel and
contractors supporting DoD activities.
Located throughout the lesson are Knowledge Reviews, which are not graded but enable you
to measure your comprehension of the lesson material.
After completing this lesson, you will be able to:

Identify successful practices of CPI deployment

Identify common reasons why CPI deployments fail
Identify how to select projects for improvement
According to the DoD CPI Transformation Guidebook, there are three fundamental concepts
for CPI implementation: a set of "musts," a set of principles, and the Scientific Method.
The DoD system for implementing CPI is called the Mission Deployment Cycle (MDC). The
MDC is a "Systems Thinking" approach to transformation consisting of nine steps. Select
each step to learn more.
DoD has provided guidelines for writing Implementation Plans at the DoD and
Organizational levels. Implementation is accomplished in three phases.
CPI implementation will go much more smoothly if these tenets are followed:

Narrow focus and build on previous successes

Develop a sense of urgency

Maintain patience and realistic expectations

Develop and execute a written deployment plan with metrics

Lead the program from the top down

Develop intolerance to excuses

Establish aligned, collaborative, and outcome-based metrics

Align requirements and expectations throughout the value stream
Treat training as a business objective and not a discretionary set of actions
Developing a sense of urgency will help avoid mistakes in CPI implementation.
True. Successful practices of CPI deployment are based on a set of "musts," a set of
principles, and the Scientific Method.
There are three approaches for selecting projects for improvement. These approaches
include:

Pilot study

Project by project

Enterprise-wide
The DoD and Organization Implementation Plans discussed earlier are the means by which
the DoD will eventually achieve enterprise-wide implementation.
Most organizations will start CPI implementation by performing pilot studies. These will
involve processes that are important and will make a positive impact on the organization,
but are not necessarily the highest priority processes to be improved. They should be
processes that are very visible, but relatively simple to accomplish. This approach allows the
organization to learn how to use the tools and realize some immediate gains.
We will discuss several DoD CPI success stories. They demonstrate how effective CPI
implementation benefits organizations and their customers.

Objective: Reduce time between user request and contract award — time reduction
brings capability to Warfighter more quickly

Initial Alpha Contracting event held in Feb 2003 — reduced contracting time from 351
days to 252 days (initial 28% reduction)

Alpha Contracting Event II held 3-6 May 2004 — objective was further reducing
contracting time to support spiral acquisition

Results
o
o
Estimated cycle time reductions:

Development Contracts: 218 days (38% reduction)

Production Contracts: 212 days (40% reduction)

Engineering/Contract Change Contracts: 92 days (74% reduction)
Alpha Contracting Guide being revised to address the differences in contract
types
Further refinement and maturation of processes expected to lead to further reduction
Letterkenny Army Depot - High-Mobility Multipurpose Wheeled Vehicle (HMMWV)

Lean manufacturing techniques, such as flow and pull, were implemented to decrease
turnaround time

All vehicle maintenance complete on or ahead of schedule
Money is freed up that can be used for other mission support projects

Warner Robins ALC, Robins Air Force Base, GA — Won the 2005 Shingo Prize Public
Sector Gold award for its C-5 Programmed Depot Maintenance; the depot now
provides 100 percent on-time delivery

Ogden ALC, Hill AFB, UT — Won two 2005 Shingo Prize Public Sector Silver awards:
o
F-16 Common Configuration Implementation Program — Reduced flow time for
structural and electrical work by 30 percent and increased defect-free aircraft by
80 percent
o
Commodities Branch Pylon Shop — Reduced cycle time for maintaining,
overhauling, and repairing fuel and weapons pylons from 145 days to 18 days
Oklahoma City ALC, Tinker AFB, OK — Won the 2005 Shingo Prize Public Sector Silver
award for improving quality, efficiency, and safety in its KC-135 depot
D Letterkenny Army Depot - Patriot Recapitalization

Patriot Air Defense System sets sent to depot, where the maintenance processes have
been "Leaned"

Radar, electrical, mechanical, and antenna systems are inspected and overhauled
Field units extremely pleased with the quality of the recapitalized systems
The enterprise-wide approach to selecting projects for improvement has the highest risk,
but also offers the greatest chance for real transformation.
True. When selecting projects for improvement, most organizations will start by performing
pilot studies.
Congratulations. You have completed the Continuous Process Improvement Deployment
lesson. The following are some of the topics that were presented:

The CPI "Musts," including "Must have mission-related goals" and "Must have strong
and visible leadership commitment"

Fundamental CPI principles include: never pass on defects, make every task clear and
simple, and strive for consensus in decision making

Since CPI is fact-based, the Scientific Method is used to solve problems

Mistakes to avoid when implementing CPI, such as losing patience and having
unrealistic expectations

Three approaches for selecting projects for improvement: pilot study, project by
project, or enterprise-wide
DoD CPI success stories, including Patriot Recapitalization and Military Manpower
Management
Welcome to the CPI Roles and Responsibilities lesson. Organizations are built around people
and their knowledge. A CPI project involves a series of processes, which are led and
managed by groups and individuals with defined roles. This lesson describes those roles and
their associated responsibilities.
Approximate length: 30 minutes
The target audience includes all military and civilian Department of Defense personnel and
contractors supporting DoD activities.
Located at the end of this lesson are Knowledge Reviews, which are not graded but enable
you to measure your comprehension of the lesson material.
After completing this lesson, you will be able to:

Define the responsibilities of the Steering Committee

Define the responsibilities of the CPI Support Team

Define the responsibilities of the Work Group

Define the responsibilities of a Green Belt

Define the responsibilities of a Black Belt

Define the responsibilities of a Master Black Belt

Define the responsibilities of a Champion

Define the responsibilities of a Sponsor/Process Owner
Define the responsibilities of Leadership
Successful CPI implementation requires a variety of roles that are spread across the
organization. These roles are performed by both groups and individuals.
The group roles associated with CPI are the Steering Committee, the CPI Support Team,
and the Work Group. Other organizational elements that contribute to the CPI process
include: IT staff and vendors, facilities, finance, and engineering. Select each role to learn
about its responsibilities.
The individual roles associated with CPI are Green Belt, Black Belt, Master Black Belt,
Champion, Sponsor/Process Owner, and Leadership. Select each role to learn about team
member responsibilities
The Steering Committee is responsible for creating and sharing the organizational vision,
developing a strategy that is focused on organizational success, and developing and
deploying the annual plan.
A Master Black Belt is a person trained in CPI methodology who acts as an
organization-wide CPI director or program manager.
Congratulations. You have completed the CPI Roles and Responsibilities lesson. The
following topics were presented:

The Steering Committee develops a strategy that is focused on organizational success

The CPI Support Team assists in creating a plan to improve performance

The Work Group analyzes the current situation using metrics

Green Belts are members of process improvement action teams

Black Belts have the ability to lead teams as well as advise management

Master Black Belts act as organization-wide CPI directors or program managers

Champions are accountable for all process improvement initiatives

Sponsors/Process Owners provide direction to Belts
Leadership ensures emphasis is given to process improvement
Congratulations. You have completed the Continuous Process Improvement Familiarization
module. The topics you have learned about are:

The Enterprise Organization Model is a way to view an organization by all of the
factors that impact it, both external and internal

Organizations have little or no influence over external factors

Since organizations have control over internal factors, improvement efforts should
begin with them

The goal of CPI is to continuously improve products and services (output) by actively
listening and responding to the needs of the customer (input)

The objective of DoD transformation is to ensure that the right capabilities, resources,
and materiel are rapidly delivered to our Warfighters

An analysis of material readiness to support the Warfighter indicated that CPI is a
viable concept for improving Warfighter support by achieving shorter lead times,
higher quality, and lower costs

Six Sigma enables organizations to increase effectiveness by minimizing output
variation

Six Sigma uses a five-step model called DMAIC (Define-Measure-Analyze-ImproveControl) to reduce variation

Several tools, such as Pareto charts and Poka Yoke, are available to help implement
Six Sigma

Lean enables organizations to increase efficiency by reducing or eliminating waste

Lean Six Sigma enables organizations to deliver defect-free products faster

The five principles of Lean are define value, identify the value stream, make the
process flow, pull value from the customer, and pursue perfection

Lean Six Sigma combines Lean and Six Sigma which results in the customer receiving
a defect-free product faster

Theory of Constraints states that quality and productivity will increase if constraints
are removed

Good metrics are important in ensuring that process outputs are what they are
supposed to be

The CPI "Musts," including "Must have mission-related goals" and "Must have strong
and visible leadership commitment"

Fundamental CPI principles include: never pass on defects, make every task clear and
simple, and strive for consensus in decision making

Since CPI is fact-based, the Scientific Method is used to solve problems

Mistakes to avoid when implementing CPI, such as losing patience and having
unrealistic expectations

The three approaches for selecting CPI projects are: pilot study, project by project,
or enterprise-wide

DoD CPI success stories, including Patriot Recapitalization and Military Manpower
Management

The Steering Committee develops a strategy that is focused on organizational
success

The CPI Support Team assists in creating a plan to improve performance

The Work Group analyzes the current situation using metrics

Green Belts are members of process improvement action teams
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Black Belts have the ability to lead teams as well as advise management
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Master Black Belts act as organization-wide CPI directors or program managers
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Champions are accountable for all process improvement initiatives
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Sponsors/Process Owners provide direction to Belts
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Leadership ensures emphasis is given to process improvement