charles einarson greenbelt presentation
Post on 13-Apr-2017
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WAARNG MILITARY FUNERAL HONORS MISSION TASKING PROCESS
Project Sponsor: SGM Brian Rikstad – Military AuthorityProcess Owner: Charles Einarson – State MFH CoordinatorFacilitator : Charles Einarson – Green Belt ApplicantMentor : Samantha Einarson – Black Belt
Step 1 – Clarify the Problem
Because of the numerous steps and individual forms involved in the current mission tasking and tracking process, too much time is spent on data entry, too many error points exist and there are too many opportunities for unwanted variation between administrative technicians.
These wastes result in a reduction of prep time for the teams, potential rework and duplication of efforts as well as additional costs to the program.
The Team Facilitator
Charles Einarson
Team Leader Jason Goodman
Team Members Corey Scott Blanche Green Cassandra Farmer John Simpson Brian Rikstad
Step 2– Identify Performance Gaps
The mission tasking time from the initial receipt to post mission closeout require 16 minutes and 40 seconds for each mission. With an average of 225 funerals per month, 62 hours and 30 minutes were required on mission tasking memos.
Total Forms Required: 9
Total Steps: 16
Step 2 (cont.) – Identify Performance GapsCurrent State Value Stream Map
Step 3 – Set Improvement Targets
The goal of this project is to reduce the mission tasking process time by 25% by 30 June, 2015.
Step 4 – Determine Root Cause Too many forms Technician Training Leadership TrainingThe following are outside of scope of this
project High Turnover Rate of Leadership (due to
unstable funding) Different agencies with different reporting
requirements National Database managed by NGB that
does not meet our needs as an individual state.
Step 5 – Develop CountermeasuresPotential Countermeasures: Redefine Required Data Utilize current automation (formulas, field linking) Error Proofing Data Fields Preselected Verbiage Combine Documents Quarterly Professional Development of Leadership Selected Experiment:
By redefining required data, utilizing preselected verbiage and error proofing of forms, and creating a combined database with all forms being cross linked (Access) the goal should be met.
Data will only be entered once and variation will all but be eliminated with most of the NVA steps and time being eliminated.
Step 5 (cont.) – Develop CountermeasuresFuture State Value Stream Map
Step 6 – See Countermeasures Through
Completed a pilot on 31 May 2015; Saved 5 minutes but required some corrections.
1-12 June – Corrections and improvements were implemented.
15-17 June –Conducted a second pilot to verify bug fixes and improvements saving an additional 2 minutes for a total of 7 minutes saved.
1 July 2015 – Automation goes live after completing monthly closeout and reports.
Step 7 – Confirm Results and Process The automation will go live NLT 1 July
2015.
Implementation Plan
Final Training and Software Beta Testing Completed: 19 JuneAnnouncement of transition date to team members: 19 JuneStable software package released to the field: 1 JulyComplete satisfaction survey to gauge usefulness of new tools: 15 JulyPhase out of legacy tracking tools: 31 July
Step 8 – Follow-up Pay chart integration with database –
eliminate spreadsheets Mission counts for each Soldier – Build
reports to track individual Soldier participation levels
Joint Operations Center (JOC) specific interface – Eliminate errors during afterhours mission receipt by non -program Soldiers.
Share program with other states – Only minor changes would be required for use in other states
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