2016 ims intro brief
TRANSCRIPT
ARNG Integrated Management System Overview Brief
Performance Excellence A Systems Approach and Tools
Mr. Eric Weber (CTR), COL (Ret)Senior Business Analyst
Business Transformation Division (ARNG-SPB)G5 Directorate, ARNG
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Enable ARNG Directorate, States, Territories, and the District of Columbia Senior Leaders to transform business operations and improve readiness by implementing and improving their integrated
management systems.
ARNG IMS MISSION
NDAA Public Law 100: Malcolm Baldrige Quality Program the Malcolm Baldrige National Quality Improvement Act , signed by President Ronald Reagan on 20 Aug 1987
NDAA 2008 Public Law 110-181 Incorporated a Chief Management Officer (CMO) position for each component. (Transparent Leadership)NDAA 2009 Public Law 110-417 Established Office of Business TransformationNDAA 2010 Public Law 111-84 Designates the CMO oversight responsibilities to determine defense business system modernization compliance with enterprise architecture and ensure business process reengineering efforts result in effective streamlined processes.NDAA 2012/2013, Title 10 U.S.C. 2222 , Transparency for all DOD Business Systems, (funding) AR 5-1 Management of Army Business Operations dated 12 Nov 2015 Establishes policy, operations, procedures, and responsibilities for the Total Army Force. Emphasizes the Army’s commitment to performance excellence
through leadership and vision, mission and customer focus, employee empowerment, and continuous improvement. Army Regulation 570-4 Manpower Management dated 8 February 2006, paragraphs 1-8 and 1-10 Federal Managers Integrity Act of 1982 An Act to amend the Accounting and Auditing Act of 1950 to require ongoing evaluations and reports of the adequacy of the systems of internal accounting and administrative control of each executive agency, and for other purposes. Government Performance Results Act 1993 & - Modernization Act (GPRA-M) of 2010Mandates transparency and performance reform including setting program goals, measuring program performance against those goals, and reporting publicly on their progress.Department of Defense Strategic Management PlanArticulates the National Defense Strategy to all service components .HQDA, The Army 2011 Business Transformation Plan, 1 October 2010 Articulates the implementation of the Integrated Management System (IMS), outlined in Army Campaign Plan 2012, CP Objective 9.0/Sustain and Enhance Business Operations. The Army Campaign PlanAssess and unify the operational and transformation performance of the Army in a unified, outcome-focused effort.General Order 2010-01 February 5, 2010, the Secretary of the Army designated “the Office of Business Transformation (OBT) as an Army Secretariat activity within theOffice of the Secretary of the Army in his role as the Army’s Chief Management Officer (CMO).” The OBT executes the Army Transformation PlanDOD Ins 5010.43 Implementation and Management of the DOD-Wide Continuous Process Improvement/Lean Six Sigma (CPI/LSS) Program
Statutory Laws and References
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PARTICIPATING ACOE/IMS
AK CA CO HI ID KY OK PR WA
WV
PEC GUERNSEY RILEA DAWSON
AL AR GA IL KS LA MN MO MS
NE SC TX
FL MD NJ NY OH PA TN VA DC
CT DE IN MA ME MI NC NH RI
VT WI DC
AZ VI GU IA MT ND NM NV ORUT WY SD
Dr. Jim Foot [email protected] 501-212-4750
Mr. Edwin Perez [email protected] 703-607-7296
Mr. Eric Weber [email protected] 518-852-7520
Mr. Reed Mick [email protected] 218-330-0047
Special Categories
43 Organizations
Dr. Mickey Mayland [email protected] 501-212-4630
Poc: Ms. Wanda Thurman 703-607-7561
• ARNG Group Facilitation Course • Course Number: 922-7C-F52/500-F50
– 11-23 Oct 15 – 21 Feb-4 Mar 16 – 22 May – 3 Jun 16
• ARNG Strategic Planning and Management Course
• Course Number: 922-7C-F53/500-F52 – 10-15 Jan 16 – 15-19 Feb 16 – 27 Mar – 1 Apr 16 – 19 – 24 Jun 16
• Mobile Training Team: – SD 20-23 Oct 16
• ARNG Organizational Process • Improvement Methods • Course Number: ORTC - 200
– 10 – 15 APR 16 • ARNG Organizational Self-Assessment • Course Number: 922-7C-F54/500-F53
– 1 – 5 FEB 16
– 14 – 18 MAR 16 – 2 – 6 MAY 16 – 9 – 13 MAY 16
• Mobile Training Team: – IL 7 – 11 DEC 15 – FL 11 – 14 JAN 16 – MO 8 – 12 MAR 16
• (More expected to be scheduled based on need.) • ARNG ACOE Examiner Course • Course Number: 922-9E-F82/920-F74
– 23 – 27 MAY 16 – 13 – 17 JUN 16 – 27 JUN – 1 JUL 16 – 11 – 15 JUL 16
• (More expected to be scheduled based on need.) • ARNG Basic Project Management • Course Number: 922-7C-F58/500-F57
– 31 Jan – 5 FEB 16 – 17 – 22 JUL 16
Developing the Force at NG-PEC & MTT
“It’ s all about Readiness, this process helps the organization continuously improve, share best practices and create innovative processes” BG Fountain 6
Integrated Management System
Continuous Process Improvement
Tool #4
OrganizationalSelf Assessment
Tool #1
Strategic PlanTool #2
Performance ManagementTool #3
BusinessTransformation
Enterprise SMS
Key Leader Engagement SMART
Objectives
Staff Engagement
Lean Six Sigma
Vision
SWOTAnalysis
Trend Analysis
A Holistic Approach
Strategic Planning
System Characteristics:• Web-enabled, flexible reporting application with automated
links to source data via Web Services • Facilitates situational awareness using Strategy Maps &
Dashboards• Complementary & Accredited NIPRNET (AKO) and SIPRNET
(AKO-S) platforms• User-defined permissions and responsibilities
Content and Metrics:• Strategy defined top-down, results aggregated bottom-up• Executive Dashboard with metrics to support SUCCESSFUL (G)
PARTIALLY SUCCESSFUL (A)-UNSUCCESSFUL (R) ratings• Dynamic briefing capability with live data and imbedded email
Draft MOA between Army SMS Office & ARNG SMS Office sent on 14 Jan 15.
Army Strategic Management System
� Train Belts in Lean Six SigmaDMAIC and Team Leadership
� Analyze each organization to Focus
Strategy
� Implement a Projects in ProcessManagement System and stage
gating
� Train Project Sponsors to ensureaccountability and long-term
understand relativeopportunity of processimprovement vs. offeringcomplexity reduction Integration Execution results
BuildingQuality ofThinking
Infrastructure Commitment
� 1. Rapidly deploy the best people as Belts in critical mass: (3) Green Belt and (1) Black Belt Class s in 2015� 2. Create an effective organization of improvement resources in line organizations� 3. Implement a rigorous process for measurement and tracking of project financial results� Integrate Lean Six Sigma into the daily management practices of the organization
ARNG Lean Six Sigma Training And Deployment
1 - Leadership (Mission, Vision, Values)
2 - Strategic Planning (Plans to get us there)
3 - Customer Focus (Who we serve)
4 - Measurement, Analysis & Knowledge Management (How do we get the facts?)
5 - Workforce Focus (Capability & Environment)
6 - Operations Focus (How we do business)
7 - Results (How well we did “it” – vs. our competitors)
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Organizational Self-Assessment
Utilizing the Baldrige Criteria - A National Industry Standard
Baldrige Aligns Improvement Activities
From To
From To
G5/J5 receives additional duty
G5/J5 collaborates with departments for
input
G5/J5 compiles packet
G5/J5 submits packet
TAG appoints writing team members
(from all sections)
Writing team attends ACOE Level
1 Training
Writing team reviews previous
packet and feedback reports
Writing team collaborates with sections to obtain process updates
Writing team updates packet
Senior Leadership reviews the packet
Packet is submitted
Packet and useful tools are dispersed
throughout the organization
The ARNG IMS Improvement Journey
SUSTAINABLE ORGANIZATIONS
Organizations that build their performance excellence capability experience higher levels of continuity and ensure that the operations of the organization continue from one senior leader to the next. They are able to respond effectively to changing circumstances and strategic opportunities.
Their efforts are seamless through cycles of turbulence!