Transformation team moves concepts from shop floor to offices Published Oct. 17, 2008 By 76th AMXG Transformation Team Tinker Air Force Base TINKER AIR FORCE BASE, Okla., -- It's often difficult for Administrative and Staff Offices to really embrace or envision how Lean and Six Sigma techniques can be applied to their daily processes. Administrative processes can be a constraint to production or operating processes. Recently, a team from the 76th Aircraft Transformation Group was requested to provide the foundation of how Lean and Six Sigma could be applied in the 76th Aircraft Maintenance Group Resource Management Division. After holding strategic vision workshops with each section within the division, the team set up training schedules and built a curriculum for the entire organization and led them through the process of learning how Process Improvement, Lean and Six Sigma could help them in their mission of achieving their strategic goals as applied to administrative processes. "What we provided was the training and application of process improvement tools directly relating to administrative, service and transactional processes" said Michael A. Williams, Air Force Smart Operations for the 21st Century level two-certified Six Sigma Black Belt /Transformation lead. Identifying key administrative wastes and the constraints limiting an organization's performance, analyzing potential root-causes and applying the proper continuous-improvement countermeasures are critical, Mr. Williams explained. This crucial first step is what he and Justin Lewis, process analyst, certified Lean project manager, were asked to deliver to the Aircraft Resource Management Division. "Process Improvement Tools applied to the administrative processes can elevate the administrative constraints in operating processes and eliminate waste in administrative value streams," said Justin Lewis. "The Lean process relies on a Continuous Improvement Culture to achieve organizational goals," Mr. Williams said. "Our challenge was to discuss each concept in theory, through simulation activities, realistic industry application and ultimately applied within the context of the participant's unique organization." Mr. Williams and Mr. Lewis both agreed that Ms. Diana Powell, 76th AMXG Human Resource Management Division chief, provided them with a number of motivated and receptive personnel who were eager to learn new ways of doing business better. "The 76th Aircraft Maintenance Group is very much production focused, but within AMXG there are support organizations with administrative processes that can be constraints to production or operating processes," Ms. Powell said. "The Resources Management Division is excited to have the opportunity to work with Mr. Williams, Mr. Lewis and AMXG's Transformation Office in improving our processes and becoming a lean and even more valuable support organization." The Transformation training given to the administrative employees offered an informative perspective of their duties and brought forth attention to areas of concern. "The employees were engaged, provided positive feedback and seemed appreciative of the professional attention given by the 76th AMXG Transformation Office" said Dorn Weaver II, AFGE Local 916 Union Representative. The first phase of Process Improvement Events within the Resource Management Division is scheduled to kick off in early October.