WRIGHT-PATTERSON AIR FORCE BASE, Ohio –
All Wright-Patterson employees can take classes offered by the 88 Force Support Squadron to learn and be certified in the Air Force Continuous Process Improvement Program, CPI.
The course curriculum is instructed using a Tiered Training Plan that consists of CPI Awareness, the Air Force Practical Problem Solving Method (8 Step), Air Force CPI Green Belt Academics Course, and training provided to unit CPI representatives. The program assists units with a strategic look at their work processes to identify waste toward becoming more efficient.
“The program’s goal is to empower the people who perform the duties every day to recommend process improvements,” said Tommie Strickland, Wright-Patterson’s CPI Program Manager. "Asking why we do things the way we’ve always done them, especially if it doesn’t make sense, creates a culture change toward process improvement. We want to do our work smarter, with fewer resources, embodying the AF core value of Excellence in All We Do.”
The Air Force has focused on, and made a priority of continuous process improvement since 2005. Up until that time, a similar program in place was Air Force Smart Operations for the 21st Century (AFSO21). Although the program has a new name the goal remains the same according to Strickland.
CPI’s standard approach is to reduce waste, cost, improve processes and streamline services across the Air Force. The CPI tools used to recognize improvement opportunities are learned in class, and drive the discussions and evaluations of specific unit actions toward more efficiently meeting mission goals and objectives.
“Learning and applying the CPI process is successful because of employee involvement and leadership support” said Strickland. “The CPI action plans that are generated from the program come directly from the members who work the processes every day.”
One of the benefits of training is learning the concept of Lean. The core idea of lean is to maximize customer value in our work processes while minimizing waste. Simply, lean means creating more value for customers by minimizing process steps which add no value from a customer’s perspective.
CPI uses several methodologies. Some are: Lean Six-Sigma, Theory of Constraints, Business process-reengineering, Practical Problem Solving, streamlining, and identifying causes of process problems and waste.
Strickland said, "Learning how to apply the concepts of Air Force Continuous Process Improvement gives the worker a voice”. “Airmen at every level have a voice in the process improvements and are directly enmeshed in understanding methods for identifying the causes of problems and waste”.
CPI can create a culture change in the Air Force by doing tasks we have already been doing for years by working smarter with fewer resources. The elimination of waste, nonessential tasks, and streamlining processes can generate great savings for the Air Force as a whole.
For further information, contact Tommie Strickland at 88FSS.FSMM.CPI@us.af.mil
or visit, https://org2.eis.af.mil/sites/21288/FSS/FSM/FSMM/CPI/default.aspx