Lean Continuous Process

Improvement Training
Strategy and Capacity
Building Efforts at EPA
July 1, 2015

Prepared by:
United States Environmental Protection Agency
Office of Policy, Office of Strategic Environmental Management
Evaluation Support Division, Lean Team
 A well-rounded Training and Capacity Building framework that emphasizes a combination of education,
experiential and mentoring opportunities that support: 1) EPA’s long-term culture change goal; and 2) the
unique Continuous Process Improvement (CPI) Lean capacity building needs within the Agency (National
Program Managers (NPMs) and Regions) is essential. A number of Regions and NPMs have developed
alternative capacity building models and sought external sources to provide CPI training (including Lean
and Lean Six Sigma) within their respective organizations. We’re excited by the diversity of CPI capacity
building models that have emerged recently however, the variation in training has raised some questions
within EPA’s Lean Community of Practice (CoP) about issues related to a standardized curriculum and
the adoption of a CPI certification program (e.g., “Belt” system) for practitioners with advanced skills. The
purpose of this document is to communicate EPA’s strategy and offer guidance regarding these issues.

 CPI Practitioner Core Competencies. EPA wholeheartedly supports efforts to build CPI capacity
through a variety of fee-based training opportunities secured through academic institutions, for-profit
vendors and/or by our Federal partners at no cost. Ultimately, the CPI approach and training model
organizations select must align with and support their long-term goals, needs, budget and access to
expert trainers.

The growing diversity of CPI training models and content adopted across EPA necessitates
standardization and the development of a yardstick against which to ensure the readiness of CPI
practitioners who wish to apply their skills at EPA. With this in mind, EPA has developed a framework
of core competencies that encompass three components: 1) a Body of Knowledge; 2) a Body of
Experience and; 3) Continuous Learning. Table 1 below provides an overview of the framework.
Table 2 includes examples of recommended courses, content and actions for each core component
included in the framework. The framework is not intended to be prescriptive. However, it is,
designed to serve as guidance for current and emerging CPI practitioners to: a) deepen their
knowledge, b) hone their skills, c) augment and enrich their practical experience; and d) ultimately
prepare each practitioner to apply CPI concepts, tools and techniques to support the successful
execution of CPI projects at EPA. In addition to helping to inform the development of the
practitioner’s Individual Develop Plan (IDP), these core CPI components/competencies may be
particularly useful in guiding the development of CPI training models, curriculum and in securing
training services from vendors.

Table 1. EPA Continuous Process Improvement (CPI) Practitioner Core Competencies

I. Body of Knowledge II. Body of Experience III. Continuous Learning
(Understand Lean (Apply Lean Tools and (Maintain Existing Skills and Develop New Skills)
Concepts, Principles, Demonstrate Results)
Practices and Tools)
Coursework Project Demonstration Coaching Mentoring Advanced/
Completion of Results Specialized Courses
Successful completion of Lead at least Document Participate in Mentor new Take refresher
CPI facilitation course one CPI measurable coaching Lean courses annually
and requirements project at results from the opportunities by Practitioners
EPA implementation of shadowing expert
the CPI project facilitators

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 CPI Certification Program. EPA does not have a CPI Certification Program. Although we avidly
support efforts to customize CPI programs to meet the respective needs and continuous
improvement goals of the organization, we believe: 1) the diversity of CPI goals, 2) the resource
investment (budget and FTE) required to design, implement and sustain a high caliber certification
program; 3) the variation in the quality of training; and 4) limitations regarding the transferability of a
CPI certificate are important considerations that make us hesitant to support and reluctant to endorse
the development of a CPI certification program for the Agency. These considerations are discussed
further below.

o Elements of a CPI Certification Program. A certification program is typically designed to

“confirm” an individual’s capabilities to meet core competencies established by an
organization or accrediting body. CPI certification programs often consist of three to four
components:

1) Body of Knowledge – mastery of subject

matter via participation in training/instruction Hierarchical System of
along with the completion of a written proficiency Knowledge and Experience
test or exam); (e.g., “Belt System”).
2) Body of Experience – a portfolio of work
demonstrating application of tools to a project EPA does not have a system to
and demonstrable results; classify the level of knowledge and
3) Level of Knowledge and Experience – a experience for its practitioners (“belt”
hierarchical system to designate a practitioner’s or otherwise). Given the diversity of
level of knowledge, experience, skill and ability. organizational goals, processes, CPI
Six Sigma and Lean Six Sigma institutions skills and preferences for continuous
employ a “belt system” (White, Yellow, Green, improvement techniques amongst
Black and Master Black Belt) with Master Black NPMs and Regions, reliance on a
Belt being the most advanced, while Lean single approach, could prove
institutions (e.g., the Lean Shingo Institute) rely beneficial to some but restrictive to
on a tiered Bronze, Silver and Gold system (with others. Consequently, EPA believes
Gold as the most advanced; and a “one-size-fits all approach” might
4) Maintain Certification and Re-Certification impose artificial limitations on
— maintain existing skills through continuous learning, access to CPI experts and
learning (e.g., participation in refresher or the vast array of available tools and
advanced courses); periodic recertification training opportunities which has the
ensures there is no lapse in credentials and potential to impede the Agency’s CPI
skills. capacity building efforts. EPA
believes an approach that offers the
Regions and NPMs greater flexibility
o Clear Understanding of CPI Capacity Building in meeting their specific needs and
Goals. Ultimately, the effectiveness of any CPI goals is more prudent.
training capacity building effort is the extent that it
supports the overall CPI goals of the
organization. An important first step of
determining whether and what type of certification program is warranted, is assessing how
and to what degree it aligns with and supports the organization’s long-term CPI goals. The
Agency’s long-term CPI goal is to create a culture of continuous improvement that embraces
Lean thinking and routinely adopts and uses Lean practices that deliver environmental
results. Overreliance on any capacity building model that emphasizes testing, and the
completion of requirements is not likely to change or transform EPA’s culture.

o Resource Requirements. High quality and sustainable certification programs similar to those
established by recognized CPI certification bodies such as the American Society for Quality

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 (ASQ), Society of Manufacturing Engineers (SME), Federal partners and other organizations,
require a significant long-term investment of time and extensive resources to: a) design,
deliver and update CPI training materials; b) design, administer and grade testing standards;
and c) verify and assess the satisfactory completion of certification and recertification
requirements of prospective CPI candidates. The existing priorities, resources and level of
effort required to design and maintain a National “best in class”, high caliber certification
program far exceeds the resources available at the national level to establish and maintain
such a program.

o Variation in Quality of Training and Transferability of Credentials. The absence of a single

certifying body to recognize and certify core CPI competencies has created a wide variety of
certification programs, trainers and training programs each with their own training
requirements. The variety and variation of training, while beneficial to meeting the diverse
needs of CPI consumers (federal, non-profit and private), also makes it difficult to assess and
gauge the quality of training, validate the credentials and verify the readiness of potential
candidates. Once in place, certification programs can validate the CPI candidate’s ability to
complete certification requirements but that does not in and of itself validate the leadership,
project management, motivational, emotional intelligence, facilitation and problem-solving
skills that are so vital to leading a CPI project. In addition, with respect to the transferability of
credentials, the absence of a standard governing body means that credentials earned in one
setting may not be recognized in another.

In sum, while the Agency encourages the pursuit of CPI training models/approaches and capacity
building efforts that support diverse needs, EPA embraces an approach that establishes an expectation
that EPA employees who are CPI practitioners and wish to apply their skills at EPA will strive to attain the
CPI Practitioner Core Competencies (e.g., 1) Body of Knowledge; 2) Body of Experience and; 3)
Continuous Learning outlined in Table 1 and 2 of this document. Rather than invest in developing a CPI
Certification Program or relying on a hierarchical system (“belt” or otherwise) to classify the level of
knowledge and experience of its CPI practitioners, EPA will rely on the CPI Practitioner approach to
maximize the flexibility of offices to develop their employees through a variety of approaches and
minimize resources devoted to such activities .

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Table 2. Recommended Knowledge, Experience and Learning for EPA CPI Practitioners
Component(s) Description Recommended Content /Action
(Includes but is not limited to the following)
I. Body of Experience (Apply Lean Tools and Demonstrate Results)
Course work Successful completion of CPI  History of Lean & Key Philosophers
(e.g., Lean or Lean Six Sigma)  Lean Principles
Facilitation course and  Lean Culture
requirements.  8 Wastes (DOWNTIME)
 PDCA
 Project Selection
 Flow & Pull Systems
 Charter Development
 Voice of the Customer
 Value –added & Non-Value – added
 Process Mapping (Current & Future State)
o Swim Lanes
 Value Stream Maps
 Diagnosing Root Causes
 Implementing Improvements
o Mistake Proofing (Poka-Yoke)
o Standard Work
o 5S
o Visual Management Controls
o Gemba Walk
o Just Do It
o Planning, Facilitating and Execution of Projects &
Kaizen Events
 Results
o Key Metrics: Lead time, processing time (touch
time), number of process steps, percent complete
and accurate, participant satisfaction
o Tracking Results
o Communicating Results
o Ensuring Continuous Improvement; holding gains
 Project Management Skills
 Facilitation Skills

II. Body of Experience (Apply Lean Tools and Demonstrate Results)

Project Completion Successfully lead and complete
CPI Practitioner facilitates a Kaizen Event or Value-
at least one CPI project at EPA.
Stream Mapping.
Demonstrated Results Document measurable results
CPI Practitioner enters project results into EPA’s Metrics
from the implementation of CPI
Tracking System.

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Table 2. Recommended Knowledge, Experience and Learning for EPA CPI Practitioners
Component(s) Description Recommended Content /Action
(Includes but is not limited to the following)
project via EPA’s Lean Metrics
Tracking System.
Other Experience Develop skills that will enhance CPI Practitioners are encouraged to complete courses in
professional development and the areas below. Please refer to the Lean Training Page
aid in the successful execution for a recommended list of online and in-person courses.
of CPI projects.
 Leadership
 Problem Solving
 Motivation
 Project Management
 Facilitation
 Change Management

III. Continuous Learning (Maintain Existing Skills and Develop New Skills)
Coaching Participate in coaching CPI Practitioner shadows an expert facilitator and as
opportunities by shadowing opportunity permits, assists in facilitating some component
expert facilitators of the event.
Mentoring Mentor new Lean Practitioners CPI Practitioner volunteers to consult with less
experienced practitioners to offer advice in event planning,
problem solving and the selection of appropriate tools and
techniques to apply to a project.
Advanced/Specialized Take refresher courses Practitioner continues the learning process by participating
Courses annually in CPI conferences and forums, and attending advanced
or specialized courses. Developing Blog contributions or
written articles for publication may also foster continuous
learning.