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Title: Continuous Process
Improvement: The Air
Force Way Forward
412th Test Wing
Kimberley
Strong
412 TW/IG
661-277-4598
I n t e g r i t y - S e r v i c e - E x c e l l e n c e
Approved for public release; distribution is unlimited.412TW-PA No.:16205
War-Winning Capabilities … On Time, On Cost
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Overview
• Introduction to the Practical Problem
Solving Method (PPSM)
• A3
• Steps 1-8
• Successful examples
• Conclusion
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Why the Practical Problem Solving
Method?
– Proven method of identifying and solving
problems
– Structured system that can be used by any
level of employee
– Created to handle any level of problem from
the smallest to the most complex
– Encourages innovation throughout all areas of
a program
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History
• This methodology was created by Toyota
• Used by companies large and small across the
world
– Boeing
– Tesla
– Kaiser-Permanente
– Costco
• Has been implemented by the AF as the
preferred method for problem solving and
continuous process improvement
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A New way of thinking?
A3 Process Improvement Form
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What are the 8 Steps?
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Clarify & Validate
the Problem
1.Breakdown the
Problem/Identify
Performance Gaps
Set Improvement
Target
Determine Root
Cause
Develop
Countermeasures
See
Countermeasures
Through
Confirm Results
& Process
Standardize
Successful
Processes
8.7.
6.5.4.
3.2.
Step 1: Clarify & Validate the Problem
• There are 3 ways to define a problem
– A deviation from the standard
– A gap in where something should be and where it is
– Unhappy customers
• To have a clear picture of any problem you need to
understand the process or processes that are involved
• Tools for this step include
– Gemba Walks/Go & Sees
– Voice of the Customer
– Metrics
– Current State Mapping
– 4 W’s
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WHO?
WHAT?
WHERE?
WHEN?
Who has the problem? Who is unhappy? Who is complaining that
something isn’t right?
What is the customer unhappy about? What are they not getting?
Where is the problem occurring? (Unit, team, base)
When does the problem happen? Time of day, shift,
period of days or months?
What are the 4 W’s?
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Problem Statement Example
412 Test Wing commanders have identified that the
publications process for operating instructions at the
wing level is taking 180 days on average, the
acceptable timeline is 90 days.
Impact: Delay in publication may cause issues with
enforceability of regulations and compliance across the
Wing.
Actual Successful Event at 412 Test Wing
0 25 50 75 100 125 150 175 200 225 250 275 300 325 350 375 400 425 450 475 500 525 550 575 600
AFI11-290_AFMCSUP_EAFBSUP
EAFBI36-281
EAFBVA33-332A
AFI31-601 EAFB SUP
EAFBI91-224
T/FJASCOKCERT
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2: BREAKDOWN PROBLEM &
IDENTIFY PROFORMANCE GAPS
To breakdown your problem you will need to analyze
the different inputs and outputs of the process.
• Some tools for this area are
• Gap Analysis
• KPI/Metrics
• Bottle Neck Analysis
• SIPOC
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JA Load for Pub Review -Unsynchronized
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3: SET IMPROVEMENT TARGET
Improvement targets are set by identifying what is needed to
meet the customers needs or complete a project and how long
it will take you and your team to finish.
• Ensure your target is realistic, within limits and will not
create problems in other areas of the organization• Use the BSMART Tool
• Is your target Balanced?
• Is it Sustainable over time?
• Can you Measure the results?
• Is it Attainable?
• Is it Results focused?
• Can it be done in a Timely manner?
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3: SET IMPROVEMENT TARGET
• What would your Ideal State be?
• How much improvement must you make to reach that state?
• Future State Mapping
• Set up what your process will look like in the future if you reach
this target
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4: ROOT CAUSE ANALYSIS
The cause of a problem which, if adequately addressed,
will prevent a recurrence of that problem.
• Tools for this Step
• 5 Whys
• Brainstorming
• Affinity diagrams
• Ishikawa diagram (Fishbone)
• Try to get to one overall RCA if possible or get to the
causes that have the largest negative impact at the
highest levels
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Root Cause Analysis Examples
Main Root
Cause
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5: DEVELOP COUNTERMEASURES
Countermeasures are ideas that directly relate to each of the
identified root causes.
• These are the high level changes that will need to occur
for this problem to be addressed appropriately
• Tools to use for step 5 would include
• Lean, TOC, 6 Sigma, BPR
• The best thing about these 8 Steps is that you are not tied
into one set of tools but can pull and create to fit your
problem or area
• This is where innovation will come in
• Everyone’s ideas for improvement get heard
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Example of Countermeasures
1. Update guidance
2. Create lower-level guide
3. Identify procedures clearly
4. Reengineer process for publications
coordination using project management tools
5. Reengineer SharePoint site
6. Create/update training
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6: SEE COUNTERMEASURES
THROUGH
This is the implementation step, communication will be
key to ensuring that the innovative ideas your team has
envisioned become reality. Ensure that each action is
assigned to an individual or work area. This will help in
tracking which actions have taken place and where others
may be in need of help.
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6: SEE COUNTERMEASURES
THROUGH
• Tools to keep in mind
• Visual Management
• Standard Work
• Variation reduction
• Error proofing
• 5S (sort, straighten, shine, standardize and sustain)
• Action plan should be the detailed steps to making
countermeasures happen
• This is where some projects can fail or get off track
• Lack of follow up
• No attention to detail
• Management interest falls off
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Example of an Action Plan
ACTION ITEM POC ESTIMATED
START DATE
ESTIMATED
COMPLETION
DATE
Create/update training
Subject Matter Expert Training Mrs. Smith April 2016 Complete
Publication Manager Training Mrs. Smith April 2016 June 2016 In
progress
Commander Training John Friend May 2016 August 2016-
Created training
scheduled
Reengineer process for publications coordination
Setting timelines for each step in process Lt. Col Sergent February 2016 April 2016-
Completed
Identify personnel for each step in process John Friend May 2016 Ongoing
Ensure that process meets overall timeline set by
Edwards AFB for new and revised publications
PUBLICATION OFFICE while
Teaming with TMG
April 2016 April 2016
Product created and
ready to be tested
Reengineer SharePoint/Concerto site
Create/update continuity libraries Communications Director February 2016 March 2016-
Completed
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7: Confirm Results & New
Process
• Tools for this step
• Audits
• KPI/Metrics updated
• Standard work
• Performance Metrics
• Tie this back to the Problem, Root Cause and Gap Analysis
• This should be updated over time
• Shows if the countermeasures are working or if you need to
readdress
• Have you met or exceeded your target?
• If yes, are there more improvements you can make?
• If no, where are things not working?
Use this step to identify what countermeasures have worked or
failed, then build on that knowledge with new improvements
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JA Load for Pub Review - Unsynchronized
# Pubs
JA Capacity
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JA Capacity
Example of Results
Confirmation
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8: Standardize Successful Processes
• At this point take what has worked, the new process and
put it in writing. Create a standard way that this process
will now be accomplished.
• Tools
• Checklist
• Instructions
• Standard operating procedures
• Business Rules
Now that you have succeeded with
problem solving, take the time to create the
new standard and make it possible to share
412 TW Full Process Improvement
Events
• CCAR Buy IT Project
• CE Work Order
• Publications and Forms
• Cost and Resource Estimating
• Occupational Safety Event
• MXG Acquisition and Unfunded Requirements
Project
• MXG Ground Instructional Training Aircraft Project
• Outbound Assignment Process/MPS
• AFTC Workflow Project
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Conclusion
• 412 TW has used the 8 Step Problem Solving
Method over 300 times in the past 18 months
on both small and large problems.
• Only 5 of the problems have reoccurred and
the reasons for these have been much easier
to determine
• Using a proven and consistent method for
Process Improvement will help to create a
more innovative and inspiring workplace
