Army news service (Feb. 1, 2006): command gets gold for leading in Lean Six Sigma.

WASHINGTON -- Secretary of the Army Francis J. Harvey recognized three commands Jan. 27 for leading the way in improving business processes.

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The Army Performance Excellence Award winners were:

* U.S. Army Armament Research, Development and Engineering Center, Picatinny Arsenal, N.J., Gold Award;

* Fort Stewart and Hunter Army Airfield, Ga., Silver Award;

* Minnesota National Guard, Bronze Award.

"The winners have led the way in the business transformation, improving the processes, sharing lessons learned, and provided continuous support to their customers," Harvey said.

"For example, today's Gold Award recipient, the U.S. Army Research, Development and Engineering Center, is one of the Army leaders in Lean Six Sigma and serves as a benchmark for other Army organizations to emulate."

The APEA Program was established in 2004 to recognize organizational performance excellence. The ceremony Friday at the Pentagon recognized commands that have transformed their business processes since then.

Army Tempo on New Ground

"The last year has been a very challenging period for the Army and the nation, but our Army has met every challenge," Harvey said, "from highly successful operations in Iraq and Afghanistan to disaster relief for Hurricane sKatrina and Rita, to continuing transformation of the operational and institutional parts of the Army.

"It would not be a surprise to anyone that the United States Army is very busy right now, fighting a war against those who have declared their purpose--taking from us what is most precious--our freedom," said Lt. Gen. Jim Campbell, director, Army Staff, "and transforming this Army, doing this at the same time--it's what I call 'graduate-level' work."

Campbell stressed the transformation period as a means to improve the business processes within the Army, how organizations operate, how they measure themselves, and how they improve to ultimately better serve soldiers.

Harvey also emphasized the importance of the process improvement strategy throughout the Army and that assessing performance is essential.

"We need to effectively measure how well we are doing relative to our objectives," Harvey said. "If we are going to make changes of such magnitude, we need to know our performance posture.

"The Army is creating a culture of continuous measurable improvement that eliminates non-value-added activity and improves quality and responsiveness for soldiers and missions of Army families in the nation," said Harvey. "The three organizations we are recognizing here today can be extremely proud of their contributions towards business transformation."

Harvey said the key during the transformation is continuing assessment of the processes and the execution of incremental improvements and initiatives.

"ARDEC took decisive steps in achieving business transformation and developing a culture of continuous improvement," he said.

ARDEC Gets Gold Award

ARDEC, a subordinate organization of the Army's Research, Development and Engineering Command, or RDECOM, reports to Army Materiel Command. With more than 2,500 employees, ARDEC was recognized for its leadership, strategic planning, customer and market focus, measurement analysis, and knowledge management accomplishments during 2004.

"Our objective is to be the best organization possible," said Dr. Joseph A. Lannon, ARDEC director. "Through our dedication to an integrated approach to continuous improvement, we ensure that the real winners in this achievement are the warfighters whose lives depend on the best technical armament solutions and support to develop and field products in the shortest time possible."

Fort Stewart Wins Silver

Fort Stewart and Hunter Army Airfield attribute their success in achieving APEA Silver Award status for 2004 to implementing the Army Performance Improvement Criteria and using the criteria as a tool to institute performance reviews and to analyze and monitor their progress.

"Our senior executives and leaders manage strategies, systems, and methods that center on effectively designed measurable performance outcomes," said Janet Blanks, director of plans, analysis and integration, Fort Stewart and Hunter Army Airfield. "These outcomes are the organization's strategic objectives. Our ability to accomplish these objectives is approached through key value-creation processes and key support processes."

Minnesota Guard Takes Bronze

The Minnesota National Guard also used APIC and feedback reports as the foundation for improving processes that enhanced their overall performance and readiness.

"Commitment to performance improvement, focusing on what is important, and soldier care are the key areas that have elevated our successes, said Col. April Corniea, chief, Organizational Development, Minnesota National Guard. "Today, the Minnesota National Guard uses the APIC in its day-to-day operations as an overarching guide for how we do business and implement change."

"The upcoming year will continue to be a challenging period for the Army and for the nation," said Harvey, "but thanks to the leadership and dedication of our Army soldiers and our Army civilians, I am confident that we will continue to fulfill our solemn obligation to the nation to remain both ready to meet and relative to the challenges to the dangerous and complex 21st century security environment."