NASA Lean and Six Sigma Improving the Federal Government ...
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National Aeronautics and Space Administration www.nasa.gov NASA Lean and Six Sigma Improving the Federal Government from the International Space Station and Back Michael Moxley Methodology Champion NASA Lean Six Sigma Glenn Research Center PS–01792–0116
Transcript of NASA Lean and Six Sigma Improving the Federal Government ...
National Aeronautics andSpace Administration
www.nasa.gov
NASA Lean and Six SigmaImproving the Federal Government from the International Space Station and Back
Michael MoxleyMethodology ChampionNASA Lean Six SigmaGlenn Research Center
PS–01792–0116
National Aeronautics andSpace Administration
www.nasa.gov
NASA Lean Six Sigma Program Goals
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• Provide a standard NASA approach to improve all processes that, when combined with our NASA capabilities, deliver required results
• Develop an environment and culture which promotes• Elimination of waste • Standardization of best practices • Reduced cycle times to deliver effective mission capability across the Agency• Involvement of NASA employee’s in the relentless pursuit of excellence
• Ensure that NASA employee’s understand their role in continuous improvement • Have the ability to effect change• Continuously learning new ways to improve processes to save resources
and eliminate waste
National Aeronautics andSpace Administration
www.nasa.gov
Lean Six Sigma Program Office Structure
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Supported by• 1,706 GB’s• 180 BB’s • 14 MBB’s
Who lead 60 + projects yearly
Total Civil Servants ~ 20,000Support Contractors ~ 60,000
National Aeronautics andSpace Administration
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NASA Centers the LSS Office Supports
National Aeronautics andSpace Administration
www.nasa.gov
History of NASA LSS
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• Program Office Led• Agency cross cutting• End to End Mission
involvement• Integral to successful
launch of ARES I-X test launch
.
1st “Enterprise Level” projects
Peggy Raines Appointed Agency LSS Program Manager
• Employee driven grassroots
• Successful projects increase demand
• Training program launched to create “in-house” experts
1st Lean Six Sigma Efforts • Resides at Glenn Research Office
• Agency wide training program established to create “in-house” experts to meet demand
• Provides consistent approach across Centers
• Established LSS Management Offices at each Center
NASA wide LSS Program Office Established
2018
2007
2006
2005• Responsible for planning,
developing, evaluating and deploying LSS across NASA
• Provides program management for LSS training
• Performs oversight for Lean Six Sigma program activities
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Vision and Goals for Program
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• Collaborative approach for continued deployment and management• Strengthen buy-in by each center by maintaining open communication lines• Center LSS Site Leads are LSS certified belts with other daily assignments
• Monthly Quad charts• Objectives and goals• Issues / concerns• Projects and accomplishments• Upcoming plans (training and projects)
• Quarterly meetings• Special topics are discussed: (for example)
• Keeping belts engaged• Return On Investment (ROI)• Incorporating Risk Management into LSS projects
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Vision and Goals for Program
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• Incorporating other methodologies within LSS Program• Risk Management, Change Management, Knowledge Management, Project
Management • ISO 9001, AS 9100 and Environmental certifications• Internal and external audits
• Internal – Quality, Safety and Environmental• External – Registrar audits to maintain certification, IG• Addressing findings and assisting with corrective actions
Saturn V Space Shuttle International Space Station SLS Core Stage
National Aeronautics andSpace Administration
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NASA LSS Training Improvement Efforts
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• Training• NASA’s LSS curriculum
• Follows DoD curriculum/certification rqmts. & tailored for Aerospace• Green Belt and Overview “White Belt” classes every year• Champion and Sponsor class• Black Belt class every 2 years• Master Black Belt class ~ every 5 years
• Primary mode of training delivery is class room• NASA relies heavily on part time belts
• Improvement Efforts• LSS improvement projects are assigned each year to improve LSS Program
training effectiveness • 2019 and 2020 projects focusing on increasing certification rates
Green Belt at MSFC 2006
National Aeronautics andSpace Administration
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NASA LSS Training Changes
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• Preparing for class• Students complete introductory class before GB class
• 9 modules • Covers high level LSS basics• Quiz at end
• Meet with students’ supervisor to identify & prioritize LSS certification project • Project charter is completed before class start
• Class delivery methods changed to accommodate evolving learning styles and student availability• Traditional: face to face with hands-on simulations• Just In Time: Class delivered to small group all assigned to one large project
• Course delivered part time over 6 – 8 weeks with no simulations• Students work actual project
Green Belt at KSC 2018
National Aeronautics andSpace Administration
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NASA LSS Training Changes
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• Class delivery• Blended: Mixture of online and face to face
• Electronic training files • Students can print manuals if they prefer• Post Class
• Increase “Blitz week” approach • Create and deliver refresher training • Create a tool resource database to provide the most accurate and relevant information
possible• Create training videos of the course modules that are available to students• Create short You Tube style videos on individual tools • Create project dashboard to increase visibility of project status• Implement better project and risk management• Implement more formal tollgate briefings
NASA Ames Arc Jet
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Lessons Learned
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• Must have upper management support in implementing an effective LSS Program
• LSS Office personnel changes require Center management support • Engagement of Center LSS Program certified belts • Continuous open communication with each Center
• Lines of communication clearly defined• Roles and responsibilities
• Training• Shifting demographics require changes to training delivery
• New NASA employees learn differently • Training delivery must evolve with new learning approaches and technology
• Detail Assignments• LSS not the 800 lb gorilla• External partnering• Other Government agencies• Northeast Ohio Operational Excellence Forum
Europa Lander Concept
National Aeronautics andSpace Administration
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NASA vs. DFAS Model
Similarities• Training and Certification
– DMAIC Methodology– Similar Toolkit– GB, BB, and MBB– Blended Training
• Virtual Facilitation / Training• Management Support• Capturing ROI
Differences• Project Repository• Types of Projects• FTE and WYE• Consistency of Program
– Location of Program– NASA centers at different
points on LSS journey
• WIFM/Mandatory Certifications
National Aeronautics andSpace Administration
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Questions
