Six Sigma Forum Magazine vol. 11 issue 2 - February 2012
Abstract: The United States Army has adopted lean Six Sigma (LSS) to combat process inefficiencies that lead to wasted time, money, and material. Unlike most organizations, the Army is not motivated by profit. The Army's regimented leadership structure complements the LSS structure. Army culture facilitates dissemination of LSS concepts and attitudes, at least in non-field operations. The Army's organizational commitment to LSS and its existing information availability practices also help it mount successful LSS programs. The Army has achieved numerous successes in continuous process improvement using LSS, although available resources and changing political conditions may restrict the Army's ability to successfully implement LSS programs.
Keywords: Continuous process improvement (CPI); Leadership; Military; Nonprofit organizations; Politics; Six Sigma; Waste
