The U.S. Army recently graduated its first class of lean Six Sigma Black Belts in Korea, and more training is already underway. The U.S. military has made process improvement through lean, Six Sigma and theory of constraints a major focus in recent years. The Navy’s extensive lean Six Sigma effort is charged with improving everything from aircraft maintenance to the delivery of food and supplies to deployed divisions.

The Army’s Headquarters Materiel Command has trained hundreds of uniformed and civilian employees in Six Sigma methodologies. In June, it centralized its training programs, and it currently has 213 Green Belt candidates and 105 Black Belt candidates. Once trained, the employees will be charged with improving the organization in such critical areas as reset, repair, manufacturing and administration.

“Lean Six Sigma empowers people and helps them see the possibilities,” says Francis J. Harvey, secretary of the Army. “People learn they can document processes that haven’t been documented, quantify work activities that haven’t been quantified, and measure results that haven’t been measured. They also learn it’s OK to challenge assumptions and think creatively about how to get work done more efficiently.”

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