The Tripler Army Medical Center LEAN Program: a healthy lifestyle model for the treatment of obesity. The LEAN Program, a multi- disciplinary prevention program, emphasizes healthy Lifestyles, Exercise and Emotions, Attitudes, and Nutrition for active duty service members.
The Army's Lean Six Sigma Program What is it? Lean Six Sigma (LSS) is a vital part of today's business environment. It attacks inefficiencies - waste caused by. The LE3AN Program of Tripler Army Medical Center, an intensive behavioral modification program, intends to help participants recognize their unhealthy behaviors. Define triple: to cause. Is there a 'Lean in' generation? How to Use the Subjunctive in English.
The treatment model offers a medically healthy, emotionally safe, and reasonable, low- intensity exercise program to facilitate weight loss. We will discuss the philosophy behind the LEAN Program and the major components. Thereafter, we will briefly discuss the preliminary results.
The Tripler LEAN Program: A two-year follow-up report on ResearchGate, the professional network for scientists. The Tripler Army Medical Center LEAN program: A healthy lifestyle model for the treatment of obesity. James LC, Folen RA, Page H.
Lean Six Sigma Is in the Army Now, Improving Efficiency. Lean Six Sigma Is in the Army Now, Improving Efficiency Elaine Schmidt. In today’s U. S. Army, it’s not caissons that are rolling along. It’s Lean Six Sigma.
From the mess hall at the U. S. Military Academy at West Point, to the recruiting command at Fort Knox, Ky., to the Texas depot where beat- up Humvees are rebuilt to go back into combat, the sweeping rollout of Lean Six Sigma is helping the Army transform its business practices and free up resources – all to better equip and support the soldier. The deployment is Army wide, making it the largest Lean Six Sigma deployment ever attempted, eventually encompassing 1. With war being fought on more than one front, the stakes for process improvement have never been higher. A Need for Change. Michael A. Kirby, deputy under secretary of the Army for Business Transformation, said there was a compelling need to do business differently. The Army is “a highly efficient, ultra- modern 2.
Rezek, special assistant to the acting secretary of the Army.“On the war- fighting side, they make adjustments in the operations area each and every day,” Rezek said. We don’t have that rapidity on the business side of the Army.”On the contrary, the business or institutional side of the Army has long been notorious for bureaucracy. Kirby pointed out that business practices in government are identical to those in the private sector. Not only does he have an MBA from the Harvard Business School and worked for Northrop Grumman prior to this position, his background also includes military service. He was educated at West Point and the National War College and commanded a tank battalion in the first Gulf War, as well as serving a stint in the office of the Army chief of staff. Broad Deployment Followed Successes.
Organization Profile. Organization: U. S. Army (includes the Army Reserve and the Army National Guard)Founded: 1. Number of members: 1. Number of operations worldwide: 4,1. Number of countries: 1. Website: army. mil.
The Army- wide deployment of Lean Six Sigma began in late 2. Francis J. Harvey, then secretary of the Army, who was appointed in 2. Nikituk, Army program director for Lean Six Sigma, office of the deputy under secretary of the Army for business transformation, said the deployment grew out of Harvey’s transitional team looking at where they could improve the organization during their watch. Smaller Army deployments of Lean Six Sigma had already begun and those successes pointed the way. Lean Six Sigma was drafted into the Army in 2. Army Materiel Command (AMC).
The command’s critical support function is best explained by the description on AMC’s website: “If a soldier shoots it, drives it, flies it, wears it, communicates with it, or eats it – AMC provides it.”Lt. Ross Thompson III, who is currently serving as military deputy/director, Army Acquisition Corps, office of the assistant secretary of the Army for Acquisition, Logistics and Technology, was at that time the commanding general of the Tank- automotive and Armament Command (TACOM) which falls under AMC. Thompson knew, in his first months at TACOM, that a major change in day- to- day operations had to be made.“Our demands, what we were being asked to do, were up significantly because this was immediately post- 9/1. So we needed a way to get more productivity out of all of our business areas and out of our people.”Thompson and his command began looking at what options were available and began benchmarking against various organizations and methodologies.“We discovered some very good examples outside the government, and inside with a couple of Air Force depots,” Thompson said. So we had an example that said, yes, this can work in a government organization.
That helped reinforce the decision to try to do this in the Tank- automotive and Armament Command.”Red River Army Depot near Texarkana, Texas, one of TACOM’s repair and maintenance facilities, was the first Army depot to implement Lean Six Sigma. It achieved dramatic results in continual stages of improvement and led the way for other depots. The Army also decided on a software tracking tool that would not only track progress and projects, but also allow all commands in the Army to use the data from any command’s projects. Training began in June 2. In addition to Champion training through executive leadership workshops, the Army has trained 4. Black Belts and more than 1,2.
Green Belts to date. Those figures do not include personnel who came to the Army with Six Sigma certification.“We are striving to achieve in the thousands of Black Belts and Green Belts this year,” Nikituk said. In an Aug. 3 ceremony, the Army celebrated the graduation of 1. Master Black Belts, who will now pursue certification. Similarities to the Private Sector. As in private industry, the Army is using Lean Six Sigma to create a culture of continuous process improvement.
Lean provides speed and efficiency by eliminating waste and non- value- added activities; Six Sigma reduces variation and defects. One of the big weapons in the Army’s new arsenal is value stream analysis, which is helping identify where there are redundancies in effort and resources. By reducing the cycle time in a particular process, productivity is increased and costs are decreased.
For the warfighter, this translates into dollars that can be used for other priority needs. The Army’s Lean Six Sigma deployment is also similar to civilian deployments in regard to issues like resistance and buy- in. Although resistance in a command structure like the Army’s is less of a problem than in a private sector enterprise, it was still a consideration.“The application of Lean Six Sigma in the Army was revolutionary,” Rezek said. These upper- level training classes were conducted in various places around the country and the globe.“The resistance was far less than anticipated,” Rezek said.
But once you do projects and everyone sees tangible, provable, data- driven results, people want to be a part of the team.”Kirby emphasizes that the Army is following a top- down, bottom- up approach, with the leaders soliciting the input of the people who perform a process in order to help make the process leaner and more efficient. Everyone is being asked to look at their own work space daily and think how to do business better. Rewriting the Metrics. One of the differences between the Army’s deployment and a deployment in the private sector is in the metrics.“We used industry best practices to lay out a plan,” Kirby said, “but what we are finding is that we are rewriting the metrics for somebody our size.
We are still benchmarking this, but we are probably in the neighborhood of a 1. Black Belt or Master Black Belt project than the industry- wide metric.”The use of a web portal for sharing project data plays a key role in this level of success. If one command completes a successful project, another command performing the same function can make use of that information to achieve the same results without having to undertake the project itself. According to Thompson, the pivotal Army metrics on any given project are cost avoidance/cost savings, cycle time improvement, and improvement in the quality of the product or service. Army leaders expect to reach a $2 billion savings mark this year. Green Belt Dennis Dean Kirk, associate Army general counsel for strategic integration/business transformation, has worked on several Lean Six Sigma projects, one which saved the Army more than $4. That project was aimed at the Army’s Defense Language Institute Foreign Language Center in Monterey, Calif.
The center was supposed to be providing foreign language instruction primarily to Army personnel – at an 8. CIA and other agencies. Kirk’s project revealed that far more personnel from outside the Army were taking classes. It put the language training facility back in balance, specifying that the non- Army agencies taking advantage of the language classes will “share and equate the burden” of cost.“Lean Six Sigma empowered me to do what people would normally say is a bridge too far,” Kirk said. What Other Armed Forces Are Doingwith Continuous Process Improvement. The Army is not the only branch of the armed forces with a renewed focus on continuous process improvement: Department of the Navy, comprising the U. S. Marine Corps: The Department of the Navy’s Lean Six Sigma efforts started about five years ago, but the full- blown deployment happened in 2.
Donald Winter came on board as the secretary of the Navy. Like the Army’s Kirby, he also worked at Northrop Grumman Corp. More than 7,9. 00 Champions also have been trained.
The Department of the Navy offers an online White Belt course, which more than 2. Nicholas Kunesh, special assistant to the secretary of the Navy, estimates savings for 2. The return on investment: 4- to- 1. U. S. Air Force: Launched this year, Air Force Smart Operations 2. AFSO 2. 1) is the Air Force’s organization- wide continuous improvement effort.
Michael. Mosley, Air Force chief of staff; and Michael Wynne, secretary of the Air. Force. The effort uses primarily Lean Six Sigma and elements of Six Sigma, the theory of constraints and business process reengineering. More than 4. 00 Green Belts, 1. Black Belts and 1. Master Black Belts have been or are being trained. Another 5. 0 Black Belts and 5.
Master Black Belts are scheduled for training. While project- tracking software lists 6. Lt. Jim Schaefer with Air Force media relations. He said the Air Force is building on several years of experience in its Air Logistics Centers, which received two Shingo Prizes last year. Lt. Schaefer did not provide savings figures, but he said the “Air Force has already committed to a 4. AFSO 2. 1 tools and principles.” The Air Force recently awarded a $9.
Other Army Lean Six Sigma project improvements include: > Streamlining the recruiting process – The U.