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USAF Career Field Manager and Training Developer Continuous Process Improvement and Innovation
CPI2 Simulation Experiencing an Environment of CPI2 Support
Eagle Harbor Solutions Total Systems Development 1st Cohort July 2020
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Day 3 Recap of Previous Days
1: Key Stakeholders Meeting
The Challenge:
● Align the organization’s strategic goals and processes with the development
planning process
Key Points:
● Development is a strategic effort for the entire company
● The Control Tower of CI is their accepted vision of how all their processes should
integrate
● They must be efficient to allow the process to proceed with little interference
● Development of people is an essential aid to a thinking system
● Everything must be subordinate to the creation of plans and their execution
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2: Total Group Initiation
The Challenge:
● Continue demonstrating the environment in the the Key Stakeholders Meeting of
mutual trust and respect and adult to adult communication
● Remain aligned to the goals of the organization and create a development planning
process for deployment across all levels of the organization
Key Points:
● Improvement is a structured process
● Support is a commitment
● It’s OK to disagree - consensus is a commitment by all to try with full effort
● Experiment with new solutions
● Maintain clear expectations
● Agree to the outcomes
● Define the competencies needed to achieve the plan
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3a: Improving the Process
The Challenge:
● Sustain commitments to execution of the plan
● Agree to the process, execute it and solve deviations
● Maintain the desired cultural environment
Key Points:
● Keep the team’s focus on complete satisfaction of the goals; nothing less
● Sometimes this means dropping or tweaking what does not work
● Use 8-Step thinking to define solutions, execute them, confirm the intended
outcome and standardize good results
● Have patience and let the process unfold: the thinking and learning will pay
dividends
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3b: Integration
The Challenge
● Have a common expectations and standards for all organizations involved
● Maintain alignment and coordination
Key Points
● Encourage original thinking to meet the expectations
● Encourage courage in your members to not keep the status quo
● Encourage equal participation and openness across all parties
● The creation of supportive and innovative thinking as a result of the above
encouragement results in everyone feeling they are important to the success of the
endeavor
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4: OMDS - Controlling Outcomes
The Challenge
● Bring attention to what is important (including problems) and manage a response
to issues in an effective, standard and familiar way
● Manage standards towards incremental improvement activities that engages the
right stakeholders
Key Points:
● OMDS is a visual system of management and development that compels action
● It is a process for critical thinking and commitment
● It promotes two-way communication and keeps everyone in the department on the
same page
● It is the best tool to provide immediate constructive feedback
● It allows everyone to participate in Continuous Improvement
● It must be maintained daily and used as a learning, coaching and mentoring system
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5: Preparation for the Proposal
The Challenge
● Fix the outcome before the presentation (Nemawashi)
● Use clear, simple language
● Make sure your logic is solid
Key Points
● Success and Support is not optional
● Process for presentation is support
● Use A3 and present directly from that; it tells a story that is rational and fact based
● You are there to gain support and reflection
● The key to a good presentation is the preparation
● Ask for support before the presentation aimed at gaining consensus before the
meeting
6: Giving the Presentation
The Challenge:
● Arrive at a solution that is committed to by all those engaged in the implementation
● Enable decision makers to understand the problem and see the logic of the problem
to be resolved by the actions proposed
Key Points:
● Enter the process with humility and reduced ego demonstrated by being able to
listen and learn from those who will make the decision
● There should be no surprises in the proposal if nemawashi was properly conducted
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7: Gratitude
The receiver of the communication should have gotten confirmation that their work was
appreciated. For the send the performance of this communication should set a precedence
for this to happen every time a forum is conducted. Leaders should understand that once
having happened, a standard is set and conformance to the standard is expected.
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Innovation: Creating the Future Together
Lisa Friedman , Ph.D.
Herman Gyr, Ph.D.
Plan for the Session
1. Introductions & Overview
2. Stories
3. Signals
4. Strategy
5. System
a. CO-STAR
b. RIIS (Rapid Innovation Improvement Session)
c. Online innovation platform
6. Closing Comments
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Presentation Notes:
Follow along in the presentation and utilize this space for notes if you wish.
Introductions & Overview
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Stories
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Signals
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Strategies
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System
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The CO-STAR Value Proposition
The answer to the question every innovator has after coming up with a potentially brilliant idea:
“Now what?”
Notes:
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Notes:
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Notes:
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Innovative Idea:
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Notes:
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Feedback Notes:
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Support Phase: Application to your Career Field
Dialogue:
What is the application to your career field? What are the barriers?
Support is available from John Allen and Paula Lillard. We are just a phone call or an email
away. We will help you through problem solving, writing proposals, preparing annual plans,
and coach you through the transformation of your CFETP. There are so many attributes of
continuous improvement to achieve and it will be best served by having consistent and
coordinated efforts.
Our most important effort is to define how we can help Career Field Management to
support the achievement of continuous improvement. We are making ourselves available
to have these meaningful conversations with each of you. To initiate them please contact
Paula Lillard and/or John Allen and we will schedule our interaction.
We want these conversations to lead us into the process of implementation with full
knowledge of how we can support the Career Field Managers. As events happen and we
move toward implementation we accept the challenge of keeping all of you informed. This
includes information and knowledge gained, challenges perceived, structural changes
contemplated and tools, techniques and process to be considered.
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Virtual Tour
Originally, we were planning an actual tour to a Toyota plant to show you how they live
continuous every day along with being a visual factory. Unfortunately, due to COVID19
Coronavirus everything has changed. We tried to get a Virtual Tour done but all the plants
are in a mad dash for ramping up with social distancing at the forefront. Many of the
suppliers are having difficulties with this as well. So in lieu of the tours we will do our best
to demonstrate the use of many of the manufacturing, operations, and administration
methods as we can. We will try our best to provide the actual tours at a later date when
things are back to an acceptable biosafety state or a 3d virtual tour.
One to Many
We will be teaching additional courses during the support phase to advance the integration
of CPI systems, methods and thinking into the CFETPs.
One on One
The One on One coaching sessions provides us with the opportunity to discuss your
specific situation, regardless of the career field. We can go more in depth to determine
your needs and the methods and/or tools that fit you perfectly. The concepts and methods
we work with and teach are simple, basic, and use common sense. We look forward to
working with you and helping you build the Continuous Improvement Culture for your
Career Field.
Course Evaluation Survey
Navigate to https://leancpi.com/af-cpi2/cpi2-class-20-01/ & fill out the participant
feedback form on the same page.
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Contact Information
John Allen
859-509-3327
Paula Lillard
859-916-0699
1st Cohort Roster & Contact Information
AFSC Specialty Name Name Phone Office symbol Email Address
1B4X1 Cyber Warfare Operations
CMSgt Manuel Matute 571-256-2531 (260) HQ AF/A2/6FD
1C6X1 Space Systems Operations
CMSgt Rodney A. Bryant 703-692-9647 (222) HQ AF/A3
1P0X1 Aircrew Flight Equipment
CMSgt Shane A. Sandlin 703-697-6066 (227) HQ AF/A3TF
1S0X1 Safety CMSgt Kevin James 505-846-4734 (246) HQ AFSEC/SEG [email protected]
1T0X1
Survival, Evasion, Resistance, Escape (SERE)
CMSgt Matthew A. Canoy 314-478-7705 (DSN) USAFE/A3
1W0X1 Weather SMSgt Christopher L. Gilbert 571-256-8091 (260) HQ AF/A30-WP
2F0X1 Fuels CMSgt Matthew Sigstad 703-692-2353 (222) HQ AF/A4LR
2T0X1 Traffic Management CMSgt Sandra Scott (703) 614-1278 HQ AF/A4LR
3D1X1 Client Systems SMSgt Anthony (Tony) Barattini 571-256-2529 (260) SAF/A6SF
3F0X1 Personnel CMSgt Heather R. Stanfield 703-693-4555 (223) HQ USAF/A1XO
3F2X1
Education and Training Career Field Manager
CMSgt CARI D MUJICA 240-612-4108 HQ AF/A1DL
3F3X1 Manpower CMSgt Edwin Rice 703-614-6902 (224) HQ AF/A1MR [email protected]
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3F5X1 Administration CMSgt Magdalena Cortez 571-256-2537 (260) AF/A1XO
4C0X1 Mental Health Service
CMSgt Julie M. Foreman 210-292-9588 (554) AFMOA/SGH
4N0X1 Aerospace Medical Service
CMSgt Taliah Wilkerson 703-681-7580 (761) AF/SG
4Y0X1 Dental Assistant /Dental Hygienist
CMSgt Latoya C. Kendrick (707) 386-4376 AF-SG
8RXXX Recruiter CMSgt Kevin B. Daigle (210) 565-0397 HQ USAF/A1PT
6F0X1
Financial Management & Comptroller
CMSgt Kendall Briscoe 703-614-5429 (224) SAF/FM
8A100 Career Assistance Advisor SMSgt Byron Hayes 210-565-2863 (665) AFPC/DPSI
8A200 Enlisted Aide SMSgt Nancy White 703-692-5735 (222) AF/CVX [email protected]
8U000 Unit Deployment Manager CMSgt Robert Griffith 703-697-1554 (227) HQ AF/A4LX
CMSgt Tracy E. Wallace (703) 692-4991 AF-A10
