Garrison adds incentives to Lean Six Sigma

by Melissa Bower, Staff Writer
Published: Thursday, November 8, 2007 3:55 PM CST
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About a year ago, training began for the Lean Six Sigma program, which encourages Fort Leavenworth employees to suggest ways to streamline and improve business processes and practices, and possibly save the post money.

However, few ideas trickled in from employees on the frontlines of customer service.

Jennifer Stefano, management analyst, said Installation Management Command asked for an incentive plan to encourage participation among Garrison employees.

One block to Lean Six Sigma's effectiveness in the beginning was concerns among the workforce, Stefano said. Some employees worried their ideas could lead to downsizing or that ideas would be ignored.

Fort Leavenworth Garrison Commander Col. Timothy Weathersbee said that would not be the case.

"We wanted to provide some encouragement to participate," he said, "some training for all employees to encourage them to learn about the program and share their ideas for improvement."

So, the Garrison's Lean Six Sigma Tiger Team formulated a reward system for civilian, military and contract employees. The reward corresponds with the success of the idea. For example, a civilian who suggests an idea that saves $2,600 could get an 8-hour time-off reward.

"Everybody knows what to do to improve their job; making it relevant was the key," she said.

Stefano said specialized departments, such as child-care providers, came up with new ideas after she discussed the program with them. They mentioned that simply by turning the diaper changing-stations, they could keep a better eye on the children. Ideas can have exact or intangible savings and can come from any department.

"The focus really is on our frontline employees and first-line supervisors, who I believe are more likely to understand customer needs and to be able to identify change in a processor system," Weathersbee said. "Those employees are most likely to identify areas of improvement."

One example of a money-saving idea was bringing a trainer to Fort Leavenworth instead of sending 30 or more employees to a required training session. Stefano said the cost of lodging and travel for 30 students far outweighed the cost of lodging and travel for one instructor.

Ideas already implemented by the Lean Six Sigma plan include streamlining passport approval, express check-in at the lodging facility and using fewer hours to light the airfield. These were short-term suggestions that were simpler to implement, Stefano said.

Long-term suggestions include improving the profitability of the Havana Beach Club, streamlining the process for getting safety glasses and reducing overtime worked by civil servant officers.

Stefano said some ideas that demand better service also lead to cost savings, such as making it easier for employees to get their safety glasses.

"It's a job regulation - and it's really mandatory in many cases," Stefano said of wearing safety glasses. "It's critical that we provide employees with what they need."

Weathersbee said he hoped the program would improve service.

"What I'm hoping for is increased responsiveness to all those who serve," he said.

Stefano said she was pleased to see audience members gasp when employees received time-off certificates for their ideas during the previous quarterly All-Hands meeting.

"It wasn't 24 hours before I started getting new ideas," she said.

Her office received a record 17 new ideas within the first month of the reward program. Stefano said she wanted ideas from everyone, whether they are blue-collar workers, supervisors or contractors.

"The real success is engaging the workforce," she said. "At any installation, our ability to reach out to our workforce will determine our success or failure."

Submitted ideas are approved and prioritized through the Executive Quality Council. The idea is assigned to a Green Belt leader, a person trained in the Lean Six Sigma program, who will put together a team to work on a plan of action. Each idea is catalogued and numbered so employees can check on the progress of their recommendations.

Ideas can be submitted through an online form at https://www2.leavenworth.army.mil/lss or by contacting Stefano at jennifer.stefano@us.army.mil or 684-1755.