Faster Deployment Orders

In 2007, U.S. Army Europe was experiencing 90 percent rework in processing orders needed to deploy soldiers to Iraq. This excessive rework drove the time needed to process these orders well beyond the time prescribed by regulation. LSS methods enabled the process time to be shortened by 75 percent to well below the regulation's limit. This saved the Army $167,000 in the first year of implementation.

Problem

In 2007, Headquarters, United States Army Europe (USAREUR) was responsible for U.S. Army European locations and movement of soldiers and resources from Europe to Iraq.  The Mobilization unit within the headquarters (commonly known as the G3) was responsible for operations functions which included permanent orders processing needed to deploy a soldier. The G3 Permanent Orders process cycle time was 20.5 days at that time, but by regulation was supposed to be less than 15 days.  This excessive cycle time was due to rework of 90% of documentation.  Due to this excessive rework, a senior analyst employee needed to be assigned to the process to rework and “manually” move documents through the process. The addition of this employee enabled the process to comply with the required 15 day requirement, but at the cost of an experienced employee being unavailable for other tasking and substantial overtime.

As an alternative to continuing to use this dedicated, overworked employee, it was decided to apply the principles of Lean Six Sigma (LSS) to the permanent orders issuing process. A LSS project was defined, staffed and assigned a relatively high priority.

Approach

This project was completed as a Black Belt Kaizen project.  The senior analyst in the process was selected for Black Belt training and assigned this project.  He was supported by a Master Black Belt and a project team from the permanent orders process and receiving function.  The team collected process data to confirm the 20.5 day cycle time and identify quality issues.  The team captured the Voice of the Business and sources of information related to issuing permanent orders within the G3.

The team completed a one-week Kaizen event to analyze and improve the process.  During the week, the team completed a value stream map and non-value-added analysis.  The team also reviewed the template used to capture the information from the source databases and requirements for completing each field or section of the template.  It was found that the template was a simple Microsoft document (with formal letter head and format), but with no built-in error proofing or instructions.  Upon approval (after rework) this document became the completed permanent order.

During the Improve phase, the team balanced the process steps of providing information to the document.  The team also created a “smart” document to capture input for each field that also included instruction.  This document was placed in a collaborative environment in the network.  Procedures for document completion were also updated along with cross training of personnel.  The new process was captured in a Control Plan that was integrated into the new procedures that included potential process issues and how to resolve them. Use of a Control Plan reduces chances of the new process sliding back into the original state.  Through the “smart” document, cross trained employees, and completion of work in an electronic collaborative environment, the rework was eliminated from the process along with the need for the senior analyst.        

Results

HQ USAREUR G3 realized an annual $207,000 cost reduction - a 30 percent cost reduction.  The total process cycle time was reduced to only five days (75 percent reduction) with the elimination of rework and the non-value-added steps to clarify information.