Page 7 - Nellis Creech NTTR Bullseye 2-5-16

BULLSEYE
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AIRMEN, from page 6 __________
non-value-added steps in a process that a
customer is willing to pay for.
Process maps are visual representa-
tions of work flow either within a pro-
cess or an entire operation. It helps to
illustrate how a product or transaction is
processed and the interactions of causes
during the work flow.
The main differences between VSM’s
and process maps are that a VSM iden-
tifies and displays a broader range of
information than a process map, used
at a higher level and tends to help an
organization identify where to focus
future projects and or process improve-
ment events.
Mapping processes helps us visual-
ize all the waste and unnecessary work
people do on a daily basis that provides
no value to the customer. CPI and lean
can help organizations take a broken
process and turn it into an effective and
efficient standardized process that pro-
vides value to the customer.
If we’re not constantly pushing indi-
viduals’ critical thinking skills to im-
prove processes, how can they effectively
respond to increased levels of complex
customer requests and interactions be-
tween multiple units using numerous
systems?
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Many skeptics today were around
during the days of Total Quality Man-
agement in the 1990s, where many
improvement initiatives failed, mostly
due to lack of leadership focus, proper
CPI know how, and implementation
and sustainment of improvement ef-
forts.
If CPI is appropriately applied, ex-
ecuted, sustained and includes strong
leadership involvement, it can be
successful. Companies such as Ama-
zon, Raytheon, Dell, Maersk, Bank of
America, Starwood Hotels & Resorts,
and government agencies such as the
Department of Energy, U.S. Army, De-
partment of Agriculture and numerous
others have proven that success.
On the installation, many units are
currently using CPI to improve pro-
cesses and solve problems.
“In September 2014, we had discov-
ered a process which had a large amount
of duplications, inefficiencies and was
simply outdated in getting contractors
on base. The result was a 48 percent
‘completed correct the first time’ process Improvement in December 2013, and
in regards to getting these members on
base for construction, cleaning, deliv-
eries, product installation, performing
maintenance, etc.
“After conducting a CPI project, we
were able to improve the process within
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we removed duplication of work, saved
man-hours and we transformed our
paper based, hand carried product to an
electronic product, transmitted in real
time to a secondary office. This elimi-
nated confusion between offices, saved
time, and created a more organized and
user friendly product which was easier
to search for. What did this mean for
the installation? Buildings were built
and maintenance was conducted sooner
or as scheduled, deliveries and pick-
ups were made on time, products and
systems were installed on time, and an
entire ripple effect of efficiency across
the installation was felt to the tune of
106,000 annual man-hours saved,” said
Tech. Sgt. Christopher Spicher, 99th Se-
curity Forces Squadron NCO in charge
of Pass & ID.
CPI has also been instrumental in
improvement for the 99th Civil Engineer
Squadron.
“We initiated a Capitalization Rapid
implemented five corrective action plans
and nine countermeasures the following
March 2014. From January 2015 to Janu-
ary 2016, we increased total number of
facilities capitalized from 2,172 to 2,523
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7February 5, 2016
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and an approximate increase of plan
replacement value of approximately $5
million (total Nellis, Creech, Nevada
Test and Training Range plant replace-
ment value.
“The main driver was obtaining miss-
ing DD1354s, getting DD1354s accurate
and on time, and locating several facilities
that had not been capitalized, then pro-
cessing these missing facilities into our
real property inventory. This translates
into an increased sustainment budget
to better maintain, repair, and update
facilities, resulting in increased operation
capability for our war fighter customers.
“These enhancements helped net the
Installation Management Flight the Head-
quarters Air Combat Command Major
General Robert Thompson Outstanding
Resource Excellence Award,” said Dave
Cruikshank, CES chief of asset account-
ability.
The aforementioned process improve-
ments are just a few success stories for
the installation CPI program. Many in-
stallation personnel have completed the
Air Force Eight-Step Practical Problem
Solving class and/or the Air Force Green
Belt Academics course and have learned
some of the CPI and Lean tools to help
improve their units.
For more information, contact Sean
McCully at 702-652-4999.