WAARNG MILITARY FUNERAL HONORS MISSION TASKING PROCESS

Project Sponsor: SGM Brian Rikstad – Military AuthorityProcess Owner: Charles Einarson – State MFH CoordinatorFacilitator : Charles Einarson – Green Belt ApplicantMentor : Samantha Einarson – Black Belt

Step 1 – Clarify the Problem

Because of the numerous steps and individual forms involved in the current mission tasking and tracking process, too much time is spent on data entry, too many error points exist and there are too many opportunities for unwanted variation between administrative technicians.

These wastes result in a reduction of prep time for the teams, potential rework and duplication of efforts as well as additional costs to the program.

The Team Facilitator

Charles Einarson

Team Leader Jason Goodman

Team Members Corey Scott Blanche Green Cassandra Farmer John Simpson Brian Rikstad

Step 2– Identify Performance Gaps

The mission tasking time from the initial receipt to post mission closeout require 16 minutes and 40 seconds for each mission. With an average of 225 funerals per month, 62 hours and 30 minutes were required on mission tasking memos.

Total Forms Required: 9

Total Steps: 16

Step 2 (cont.) – Identify Performance GapsCurrent State Value Stream Map

Step 3 – Set Improvement Targets

The goal of this project is to reduce the mission tasking process time by 25% by 30 June, 2015.

Step 4 – Determine Root Cause Too many forms Technician Training Leadership TrainingThe following are outside of scope of this

project High Turnover Rate of Leadership (due to

unstable funding) Different agencies with different reporting

requirements National Database managed by NGB that

does not meet our needs as an individual state.

Step 5 – Develop CountermeasuresPotential Countermeasures: Redefine Required Data Utilize current automation (formulas, field linking) Error Proofing Data Fields Preselected Verbiage Combine Documents Quarterly Professional Development of Leadership Selected Experiment:

By redefining required data, utilizing preselected verbiage and error proofing of forms, and creating a combined database with all forms being cross linked (Access) the goal should be met.

Data will only be entered once and variation will all but be eliminated with most of the NVA steps and time being eliminated.

Step 5 (cont.) – Develop CountermeasuresFuture State Value Stream Map

Step 6 – See Countermeasures Through

Completed a pilot on 31 May 2015; Saved 5 minutes but required some corrections.

1-12 June – Corrections and improvements were implemented.

15-17 June –Conducted a second pilot to verify bug fixes and improvements saving an additional 2 minutes for a total of 7 minutes saved.

1 July 2015 – Automation goes live after completing monthly closeout and reports.

Step 7 – Confirm Results and Process The automation will go live NLT 1 July

2015.

Implementation Plan

Final Training and Software Beta Testing Completed: 19 JuneAnnouncement of transition date to team members: 19 JuneStable software package released to the field: 1 JulyComplete satisfaction survey to gauge usefulness of new tools: 15 JulyPhase out of legacy tracking tools: 31 July

Step 8 – Follow-up Pay chart integration with database –

eliminate spreadsheets Mission counts for each Soldier – Build

reports to track individual Soldier participation levels

Joint Operations Center (JOC) specific interface – Eliminate errors during afterhours mission receipt by non -program Soldiers.

Share program with other states – Only minor changes would be required for use in other states