Leveraging BB Projects to Drive Momentum

As big as the Army is, the opportunities for improvement abound. However, the tolerance for improvement projects (particularly long drawn out ones) is very low. Anything that takes more than 90 days to complete is considered a waste of time. Or worse you get called an “oxygen thief.”

What I have found is that one of the best ways to overcome this is to leverage projects completed and replicate them as Rapid Improvement Events. People get excited if they know a problem can be fixed in a few days. I feel that it is largely psychological as the real work is in controlling the process not fixing it.

To date, over 1000 BB and GB projects have been completed. This is a huge platform to link problems to solutions and drive towards critical mass.

Comments 3

  1. IHD-BB

    How much flexibility does a replicating team have to customize you solution to their situation? If you say none or virtually none, then how is this different from issuing an instruction to implement your solution? If you say they have complete or a lot of flexibility, then how does the replicating team decide what changes to make without mapping their process, collecting data, etc. Doesn’t the replcating team basically have to go through the same process that the original team went through.

    The Navy is talking about this but I have not seen a successful example.

    How do you get the replicating team to buy in to a solution developed by someone else? Without buy in, control would seem to be even more of an issue than what it is normally.



  2. CPT Harris

    The replication piece depends upon if the scope of the project is the same of similar. Another facet of the flexibility piece is how well the improved process is currently performing. If it is doing well, a recommendation can be made to adopt the process as a best practice. If not so well, the team may well redo the project but the difference is that they have a project framework to collect data. They may find opportunites that the previous team missed.

    Another piece to look at is how well the sponsor views what the other project accomplished. If he/she does not like it, you may be looking for a different way to improve the process.

    The key thing to remember is the framework that has been established. The process may not look that same in the end, but you have a path created that allows the team the ability to think freely about how to get the process from its current state to its future state.

  3. Nick Abid

    Question for Capt. Harris:


    Our firm is looking for some proven BPR/BPI consultants in the Lean/Six Sigma arena; Would you be able to forward any contact information of folks you have worked with that you feel are top performing consultants? If so, my email address is [email protected].

    Thank you!

    Nicholas L. Abid
    Director, Business Operations
    OMNITEC Solutions, Inc.
    office: 301-217-9408
    cell: 301-706-3313
    [email protected]

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