Missouri Guard adopts process improvement and communities of excellence programs

By: Matthew J. Wilson
Unit Public Affairs Representative

JEFFERSON CITY, Mo. - The Missouri National Guard's adjutant general is changing the way business is done in his home state.

Brig Gen. Stephen L. Danner has made eliminating wasteful and non-value-added activities in Missouri Guard operations a priority by adopting the National Guard Joint Continuous Process Improvement Initiative and Army Communities of Excellence programs.

"Bottom line is, I'm all in, in terms of commitment to these programs," Danner said. "I believe that an organization - any organization - must adapt to new ways of doing business in order to remain relevant."

The joint continuous process improvement initiative began a year ago and Missouri, sparked by the Army Community of Excellence program, recently jumped onboard as part of phase III of the plan. Both programs are designed to transform organizations and develop better leaders, and are similar to several successful civilian business initiatives.

"Both of these programs are a way to identify organizational processes that can be improved," said Lt. Col. Mike Fayette, director of policy and strategic initiatives for the Missouri National Guard. "They show ways to gain greater efficiency. "These programs do it through ownership of the problem - through individual members of the organization taking ownership of the process to reinvigorate, improve and make more effective."

Fayette said instituting a continuous process improvement program is crucial to the Missouri Army and Air Guard's future because it will not only make the organization more cost effective in tough economic times, but it also will serve as a way to develop leaders.

"The men and women that will be managing the projects and making the organization better will get unique and outstanding leadership opportunities," Fayette said. "So here is an opportunity for somebody to grow into the understanding of the process of organizational transformation and at the same time get an opportunity to grow individually within it. If you think about it, it's kind of self-perpetuating. Someone is working on improving the organization and at the same time, they are improving themselves."

To become part of the joint continuous process improvement program, Soldiers and Airmen will train to earn a status for their level of responsibility within Army and Air Guard commands.

Capt. Christopher Ash is the program director for Army Communities of Excellence Program. He explains the program as a "systematic evaluation of an organization's internal processes."
The heart of the program is an annual Baldrige submission which is an analysis of the organization. The end result (feedback report) is a list of programs and processes which require refinement.

1st Lieutenant Charity Summers is the program director for the joint CPI initiative. The principals of the program are based off of Lean Six Sigma practices. She says that green belts have the lowest level of responsibility, followed by black belts, who have a greater level of responsibility, and master black belts, who have the most responsibility.

"The goal, organizationally, is to have 10 percent green belts, 5 percent black belts and 1 percent master black belts," Summers said. "The process for choosing belt candidates is very competitive. The individuals championed to work process improvement efforts have a proven track record of professional success. These individuals are change agents in our organization and are granted the power to make positive change. This is not your typical military leadership forum."

Currently there are 16 Guardsmen training in the program.

The program is open by appointment by the adjutant general for Army and Air Guard officers, warrant officers and enlisted, alike.

"These will be folks who have demonstrated or exhibited exceptional qualities of leadership that are above their peers," Fayette said. "These are people who have been identified as being outstanding performers and have a potential bright future. We will invest in those folks to ensure the success of the program."

Continuous Process Improvement, Fayette said, is not an original military process.

"It was born from the business world, so now it's in almost every sector of our society," he said. "It's in industry, professionals, health care and legal - it permeates our entire society."

That's why Guardsmen who become part of the program also will gain valuable knowledge and experience for their civilian careers. It also makes Guardsmen who have been through a similar program prime belt candidates for the Guard's initiative.



Posted: 7/6/2010 4:52:43 PM