CONT

ROL

Webb, Justin, Green Belt Cook, Jason, Project Sponsor

Wilkins, Stephen, MBB, MentorRuder, Christopher, RM

Project Initiation Date: 06 AUG 14Control Tollgate Date: 15DEC14

Lean Six SigmaNTC Eagle Team MILES Tracking

LD 24897

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Agenda Project Charter (Updated)

Measure Review

Analyze Review

Improve Review

Revised Process Documentation

Plan for Transition to Process Owner

Process Control Tool

Project Summary

Financial & Operational Benefits

Project Contributors

Completed Storyboard

Control Tollgate checklist

Tollgate Attestations

2

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Project Summary

Problem statement

The NTC Eagle Team MILES tracking and reporting process is currently at 83.56%. The expected standard is 90%. The current process lacks quality and is inefficient as the amount of time that MILES systems remain inoperative and not tracking averages 105 hours and can exceed 390 hours in certain cases.

Goal statement

The goal of this project is to increase MILES tracking from 83.56% to 98%.

Scope-in

The first step of the process is the MILES report received from the Fort Irwin IS and the last step is the link up of the non-tracking vehicle with the MILES Contact Team representative at the inoperative and not tracking MILES vehicle to fix the issue.

The following are included: Eagle Team TAFF functions and the process of tracking, notification and reporting of MILES tracking within the Eagle Team and to the MILES contact team.

Scope-out

The following are excluded: NTC MILES maintenance, the actual hands on physical procedures for fixing the MILES systems tracking and anything outside of the Eagle Team’s influence and control.

Problem/Goal Statement

Tollgate Review Schedule

Business Impact

Core Team

Operational benefit: Improve the efficiency and to minimize the amount of time that a MILES equipped vehicle is not tracking from an average of 105 hours to 12 hours.

Reduce the non tracking vehicles from an average of 14.8 per day to no more than 2 per day.

Improve yield from 83.56% to 98% and sigma quality level from 0 to 3.57

PS Name LTC Jason Cook GBc Name CPT Justin Webb RM CPT Christopher Ruder Mentor Name Stephen WilkinsCore Team Role % Contrib. LSS

Training DAC John Pablo TM 25 None CTR Logan Passig TM 25 None CTR John Argonez TM 10% None

Tollgate Scheduled Revised Complete

Define: 06 AUG 14 15 SEP 14 16 SEP 14

Measure: 23 AUG 14 09 OCT 14 09 OCT 14

Analyze: 11 SEP 14 29 OCT 14 30 OCT 14

Improve: 11 OCT 14 01 DEC 14 01 DEC 14

Control: 1 NOV 14 15DEC14 15 DEC 14

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Measure Phase SummaryProcess Map Baseline Data Collected

Process is Not Capable

Did the 5Ss

Eliminated 2 process steps

Updating Team SOP

Added a new procedure

Completed Quick Wins

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Analyze ReviewCritical X/Root Cause AnalysisCVA/NVA/NVA-R Analysis

Prioritized Root Causes / Effects

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Improve Review“To-Be” Process Map

Implementation RACI Chart

Prioritized List of Solutions

Pilot Results

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Revised Process Documentation

SOPs Requiring Revision Responsible Status

Eagle Team MILES Troubleshooting SOP

John Pablo Version 01 Completed

Required Training Responsible Frequency Status

All Eagle Team OC/Ts Trained on Troubleshooting and Process

Justin Webb Monthly In Progress

New TAFF Personnel trained on notification process

John Pablo Monthly In Progress

New or Current SOPs Requiring Revision

Required New & Recurring Training

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Plan for Transfer to Process Owner

R = Responsible – The person who performs the action/task.A = Accountable – The person who is held accountable that the action/task is

completed.C = Consulted – The person(s) who is consulted before performing the action/task.I = Informed – The person(s) who is informed after performing the action/task.

RACI CHART

8

Step

Due Date Action/Task

Responsible

Accountable

Consulted

Informed Comments

1 05DEC14 Create SOP Plan John Pablo Justin Webb Jason Cook John Argonez

2 10DEC14 Validate SOP Plan Justin Webb Jason Cook John Argonez

3 14JAN15 Train Team Justin Webb Jason Cook John ArgonezDuring Pre-

Rotational Brief

4 16JAN15 Execute Plan John Pablo Justin Webb Jason Cook John Argonez

Implemented for all rotations

starting January 2015

5 On Going

Ensure TAFF notifies OC/Ts of non-tracking

vehicles John Pablo Justin Webb Jason Cook John ArgonezTo ensure process

is executed

6 On going

Ensure TAFF notifies John Argonez of non-

tracking vehicles John Pablo Justin Webb Jason Cook John Argonez

To ensure process is executed

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Process Control Tool

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Project Summary The Solution Achieved the Project Goals

Project Goals Operational: Improve yield from 83.56% to 98% (Actually Achieved: 98%). Operational: Improve efficiency by minimizing time that a vehicle does not track MILES

from 105 hours to 12 hours (Actually Achieved: 18 hours). Operational: Reduce non-tracking vehicles from 14.8 to no more than 2 per day

(Actually Achieved 1.45 per day). Total Financial Benefit (Savings) Projected IAW LSS Guidebook, Section 8: No

Financial Benefits

The Validated Solution has been executed The solution was approved 05 NOV 14 and began full implementation on 07 NOV

14. It is presently being executed by the Process owner with no major issues or degradation of service to our customers.

New/Improved Process Capability Cpk improved from -0.85 to 2.26 CPM improved from 0.17 to 2.37 SQL improved from -0.32 to 8.60 The process is now in Control

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Final Financial & Operational Benefits There were no financial benefits

Operational benefits Improved SQL by 2,687% Improved yield by 14.44% Improved average time vehicles are not tracking by 587%

Assumptions No controlling assumptions identified

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Working Estimate Financial Benefits ($K)FY14 FY15 FY16 FY17 FY18 FY19 FY20 Total

Net cost avoidance 0 0 0 0 0 0 0 0

Net savings 0 0 0 0 0 0 0 0

Net increase in revenue generation

0 0 0 0 0 0 0 0

Sum of all financial benefits 0 0 0 0 0 0 0 0

ASA(FM&C) Army LSS Financial Guidebook Version 7.0

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Final Operational Benefits: Revised Process Capability

1.0050.9900.9750.9600.9450.9300.9150.900

LSL Target UB

LSL 0.9Target 0.98UB 1Sample Mean 0.979887Sample N 11StDev(Within) 0.011768StDev(Overall) 0.0112573

Process Data

Z.Bench 6.79Z.LSL 6.79Z.UB *Cpk 2.26

Z.Bench 7.10Z.LSL 7.10Z.UB *Ppk 2.37Cpm 2.37

Overall Capability

Potential (Within) Capability

PPM < LSL 0.00PPM > UB 0.00PPM Total 0.00

Observed PerformancePPM < LSL 0.00PPM > UB *PPM Total 0.00

Exp. Within PerformancePPM < LSL 0.00PPM > UB *PPM Total 0.00

Exp. Overall Performance

WithinOverall

Process Capability of Pilot Percentage

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Final Operational Benefits

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Performance Measure

Before Pilot

Target Pilot Mean Comments

Average hours that a vehicle’s MILES not tracking

105 hours 40 minutes

12 Hours

18 Hours Improved by 87 hours and 40 minutes

Average number of vehicles not tracking per day

14.85 2 Per Day

1.45 Per Day

Improved by 13.40

MILES Daily Average Tracking Rate

83.56% 98% 98% Improved by 14.44%

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Project ContributorsTeam Member Project Contribution

Justin Webb, CPT Champion

Jason Cook, LTC PS/PO

John Pablo, DAC Supervisor Team member

Logan Passig, CTR SME

John Argonez, MILES Supervisor SME

Stephen Wilkins, Quality MBB

These team members contributed to the success of this project!

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MEASURE

ANALYZE IMPROVE CONTROL

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DEFINE

Completed Storyboard

1.0050.9900.9750.9600.9450.9300.9150.900

LSL Target UB

LSL 0.9Target 0.98UB 1Sample Mean 0.979887Sample N 11StDev(Within) 0.011768StDev(Overall) 0.0112573

Process Data

Z.Bench 6.79Z.LSL 6.79Z.UB *Cpk 2.26

Z.Bench 7.10Z.LSL 7.10Z.UB *Ppk 2.37Cpm 2.37

Overall Capability

Potential (Within) Capability

PPM < LSL 0.00PPM > UB 0.00PPM Total 0.00

Observed PerformancePPM < LSL 0.00PPM > UB *PPM Total 0.00

Exp. Within PerformancePPM < LSL 0.00PPM > UB *PPM Total 0.00

Exp. Overall Performance

WithinOverall

Process Capability of Pilot Percentage

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Control Tollgate Checklist Has the team prepared all the essential documentation for the improved

process, including revised/new Standard Operating Procedures (SOPs), a new/updated training plan, and a process control system/report?

Has the necessary training for process owners/operators been performed?

Have the right metrics (Xs/Ys) been selected and documented as part of the Process Control System to monitor performance of the process and the continued effectiveness of the solution? Has the metrics briefing plan/schedule been documented? Who owns the measures? Has the Process Owner’s job description been updated to reflect the new responsibilities? What happens if minimum performance is not achieved?

Has the solution been effectively implemented? Has the team compiled results data confirming that the solution has achieved the goals defined in the Project Charter?

Has the Financial Benefit Summary been completed? Has the Resource Manager reviewed/validated it IAW LSS Guidebook?

Has the process been transitioned to the Process Owner, to take over responsibility for managing continuing operations? Do they concur with the control plan?

Has a final Storyboard documenting the project work been developed? Has the team forwarded other issues/opportunities, which were not able

to be addressed, to senior management? Have “lessons learned” been captured? Have replication opportunities been identified and communicated to

similar agencies (internal and external)? Has the hard work and successful efforts of our team been celebrated?

Required Deliverables:• Updated Project Charter• Measure, Analyze, and Improve Phase Reviews• Revised Process Documentation (Updated/New

SOPs & Training Plans)• Plan for Transition to Process Owner• Process Control Tool• Project Summary• Detailed Financial & Operational Benefits

Estimates• Completed Storyboard• Sign Off by MBB, PS & RM

Required Actions: Provide RM name & contact information for

validation and certification Ensure Financial Benefits are validated by an

RM using the current version of the LSS Guidebook, Section 8. Financial and Operational Benefits must be uploaded into PowerSteering to include:

A Financial Benefit Worksheets A Benefits Realization Schedule (estimated savings into

the POM Years)

Load all remaining Required Deliverables into PowerSteering

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• The policies and procedures for the Improve and Control phases have been documented and communicated to all key stakeholders. I understand any new policies, procedures, or training that is required.

• I understand and take responsibility for monitoring and enforcing the Control/Response Plan, recurring reports, & Visual Control Charts, as applicable.

• I concur the project has completed all required deliverables and that the Control Tollgate Review was successfully completed on 15 DEC 14

• I have electronically approved this tollgate in PowerSteering.

• I have validated the operational benefit estimates and those estimates have been uploaded into this Tollgate briefing IAW Section 2 of the ASA (FM&C) LSS Financial Guidebook, Resource Managers validate cost savings and MDEP data elements. I have electronically approved this tollgate in PowerSteering.

• I have validated the financial benefit estimates and those estimates have been entered into PowerSteering and this Tollgate briefing IAW Sections 7 and 8 of the LSS Deployment Guidebook.

• I have electronically approved this tollgate in PowerSteering.

Christopher RuderResource Manager/Finance

Stephen WilkinsMBBc or MBB Mentor

Jason CookSponsor / Process Owner

Tollgate Attestations