By Rob Schuette,
The Real McCoy Staff
Lean Six Sigma projects recognized
Lean Six Sigma project teams were honored during an awards
ceremony at Fort McCoy Sept. 29.
Belt project leaders received a $2,500 monetary award, a
certificate and a command coin.
sponsors received a certificate and a command coin. Team members
received a certificate.
projects honored were
Nonappropriated Fund and Property Accountability. This project
resulted in improved documentation, a streamlined process and
accountable property accurately reflected on reports.
Access Card Computer Access Process. This project resulted in
calls at Technical Support Help Desk. This project resulted in
of Hardware Received through Consolidated Bulk Buy. This project
resulted in cost avoidance.
Facility Projections. The project resulted in operational
improvements and reduced delta data between projections and
actual dining facility headcount.
Management Staff Action. The project resulted in reduced
processing time from an average of 52 days down to 10 days.
Awards Processing. The project resulted in decreased processing
of military awards and cost avoidance.
and Grass Control on Ranges. This project resulted in cost
Interagency Procurement Request Documentation and Approval
Process. The project resulted in decreased processing time and
Accountability of Bulk Fuel Keys. The project resulted in
operational improvements. When the project began, there were
4,100 fuel keys active and hand receipts for no more than 1,500
involved in Fiscal Year (FY) 2008 Lean Six Sigma (LSS) projects at
Fort McCoy were recognized for their efforts in helping the
installation surpass the Installation Management Command’s (IMCOM)
goals and providing quality service in a constrained fiscal
Commander Col. David E. Chesser noted that IMCOM had set a goal to
have Fort McCoy complete six LSS projects with cost savings/avoidance
of $54,000 for FY 2008.
McCoy personnel set the bar much higher with 10 LSS projects, with an
estimated cost savings/avoidance of $1.6 million, Chesser said.
Army has embraced LSS as a strategy to provide more services in a
fiscally constrained environment," Chesser told a standing-room
only crowd in a Post Headquarters’ conference room. "Fort McCoy
has embraced it and gone beyond that."
Army has undergone a large, fiscal transformation since he first began
his service during the Reagan era, Chesser said. Back in the 1980s,
there was robust funding to do the mission. However, that’s not the
said the challenge of Army Transformation is to provide more services,
while maintaining the quality, as the money to provide those services
has helped re-enforce one of his customer-service goals to "under
promise and over achieve," Chesser said.
McCoy employees have created an environment where customers have a
reasonable expectation of what services the installation can provide
them, and then the installation work force exceeds those standards, as
in the case of LSS, he said.
perceived as heroes in the eyes of the IMCOM-West Region,"
had recommended that the personnel chosen to lead the projects, called
Green Belts, be rewarded for their efforts.
said that brought him to another one of his mantras, "to push
hard" to get things done in a timely manner.
feel this program was so vital to our success that I told (my staff)
to find the money out of our budget," Chesser said. "That’s
the value we place on your efforts."
Fournier, Fort McCoy Command Group chief of staff, recognized the
award recipients for improving quality and processes and helping to
attract customers to the installation by providing them with quality
training opportunities and support.
said the installation’s commitment to the personnel involved in LSS
was to show the program was here to stay, to say thanks for their time
and to encourage other personnel to get involved.
with questions about LSS or how to get involved in the program, can
contact Kathy Peterson, the Fort McCoy LSS program manager, at (608)