The following essay compares the Lean Six Sigma and Uniformed Army Scientists and Engineers (UAS&E) transformation efforts of the United States military. This analysis will identify key factors which led to the transformation as well as, policies which were enacted in order to effect this transformation. A discussion of the leading forces which shaped these policies for the success of the transformation will follow; followed by an assessment of the desired effects of the transformation compared to the actual outcomes. Finally, the researcher will synthesize the insights gained by this study; resulting in preparation recommendations for soldiers as they prepare for future challenges.
key words- Lean Six Sigma, LSS, Uniformed Army Scientists and Engineers (UAS&E), Business Transformation Agency , U.S. military, Department of Defense (DOD)
[...] As of 2003, UAS&E supported the efforts of AMC Field Assistance Science and Technology (FAST) activity as well as providing "science and engineering support to selected commands" (AMC, 2003). Conclusion It was evident throughout the research of LSS and UAS&E efforts that LSS has been the more successful of the two. While both efforts aim at assisting soldiers with quicker response times, only LSS has a proven track record. Due to LSS success, soldiers are receiving much needed equipment in half the time as before LSS was implemented. [...]
[...] Lean was first employed by AMC in 2002 to enable transformation and as a tool for the wage of Global War on Terrorism. Lean was then combined with Six Sigma in 2004 and a training program was developed to teach the Army workforce in Lean Six Sigma principles. This program involves Green Belt, Black Belt, and Master Black Belt programs. The trained individuals then mentor others under their command. As of 2006, two-hundred people have been trained. One of the leaders in creating a viable career track for uniformed Army engineers and scientists (UAS&E) is General Paul Kern, commanding General of the Army Material Command. [...]
[...] Departments across the country are benefiting from LSS; both military and non-military alike. In the U.S. military, a DOD-specific LSS course has been developed by the Defense Acquisition University to teach the application of LSS methodology and LSS certification. Five hundred DOD employees will be trained as LSS green or black belts through DUA in 2008. Much like martial arts, the military provides belts as signs of achievement in LSS training. Employees who have completed one project using LSS methodology earn a green belt and those who have completed two projects receive a black belt. [...]
[...] Soldiers have already begun to benefit from the LSS methods. In 2004 it took Red River Army Depot in Texas, a week to turn out three Humvees; today it takes one day to produce thirty-two mission-ready Humvees. LSS has also shortened the length of time between recruitment and application process, as well as reduced deployment preparation time from thirty days to three. At Corpus Christi Army Depot in Texas, the time it took to rebuild the UH- 60 Blackhawk was reduced from 256 days to an average of 70 with the use of LSS. [...]
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