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  • The USPS EA Metamorphosis of the Lean Six Sigma DMAIC to DMAICI2 Transformation

The USPS EA Metamorphosis of the Lean Six Sigma DMAIC to DMAICI2 Transformation


Bradley L. Golish, Ph.D., Industrial Engineering, LSSMBB, Accenture Federal Systems, Arlington, VA, USA

Co-Presenter: Dennis J. Chakey, Lean Six Sigma Master Black Belt, Accenture Federal Services, Arlington, VA, USA


LSS Organizational Design and Strategy, LSS Program Management, LSS Deployment Guidelines





The USPS Metamorphosis of the Lean Six Sigma DMAIC to DMAICI2 Transformation is presented as a proactive approach and solution to actively leverage and engage previously certified Lean Six Sigma project improvements and personnel within and across the enterprise. Outlining the USPS organizational challenges with continuous improvement and the LSS Certification Program, the spokesperson presents an in-depth view of how the Lean Six Sigma DMAICI2 model evolved to transition, stabilize, and greatly improve operating performance.

The commonality of operating environments, processes, and procedures nationally within the USPS enterprise lends itself to amplifying the effects of individual performance improvements, innovations, and best practices through deployment initiatives replicated and institutionalized nationally. The predominant challenge faced by the organization was how to systematically and effectively deliver the corrective actions pragmatically and reliably to similar problem areas within the enterprise.

A Hoshin strategic approach is at the heart of the planning efforts to align the organization’s focus on the vital few areas in need of critical repair and assure the efficacy of the project identification and selection process. Biweekly performance reviews conducted by the COO in conjunction with the Area Vice Presidents and Area Master Black Belts ensures that affected areas of repair get the required attention and are completed as expected.

The USPS Structured DMAICI2 Roadmap is explored by identifying the specific work steps to follow, and how combining Gemba Walks with the adoption of a Process Diagnostic Rubric along with Rapid Response Interventions are employed to repair areas of organizational performance that have degraded over time. The timely integration of operational corrective actions spawned by past project initiatives has provided the needed mechanism to utilize the resource pool of LSS certified personnel and reduce the likelihood of a “One and Done” mentality regarding improvement engagements post certification. Providing the right solution to the right place at the right time -without having to reinvent the wheel- has accelerated the deployment of corrective actions, reduced the likelihood of unintended consequences, and delivered greater overall performance results.

In closing, the speaker reflects on the LSS Program achievements and successes to date and provides a vision of the future and the fiscal 2019 plan objectives.

Participating Organizations at the Lean & Six Sigma  World Conference

Government Agencies

  • Department of Commerce
  • Department of Defense
  • Department of Energy
  • Department of Health & Human Svcs.
  • Department of Homeland Security

  • Department of Justice
  • Department of State
  • Department of the Treasury
  • Department of Transportation
  • Department of Veterans Affairs
  • Environmental Protection Agency
  • NASA
  • Naval Surface Warfare Center
  • Pentagon
  • U.S. Air Force

  • U.S. Army
  • U.S. Marine Corps
  • U.S. Navy
  • U.S. Veterans Affairs
  • United States Army Corps of Engineers


  • AIG
  • Alcoa
  • AT&T
  • Bank of America Corp
  • BASF Corporation
  • Bayer Corporation
  • BMW
  • The Boeing Company
  • Bose Corporation
  • Bristol-Myers Squibb
  • Campbell Soup Company
  • Cardinal Health
  • Caterpillar
  • Chrysler Corporation
  • Chevron
  • Cisco Systems
  • Coca-Cola
  • Comcast
  • Daimler Chrysler
  • Disney
  • Dow Chemical

  • Dr Pepper 
  • Duracell
  • Dupont
  • Eastman Kodak
  • Facebook
  • Google
  • Exxon Mobil
  • Fedex
  • Ford Motor
  • General Electric 
  • General Motors
  • Gillette
  • Goodyear Tire
  • Hewlett Packard
  • Honeywell
  • Humana
  • IBM
  • Kohler
  • Lockheed Martin
  • Macy’s
  • M&M/Mars
  • ManpowerGroup
  • Maytag Appliances
  • Mercedes
  • Merck
  • Mitsubishi
  • Mobil Chemical
  • Motorola
  • NASA
  • Nestle 
  • Northrop Grumman
  • PepsiCo
  • Philip Morris International
  • PNC Financial Services Group
  • Pfizer
  • Pratt & Whitney
  • Procter & Gamble
  • Prudential
  • Raytheon
  • Rolls Royce Allison
  • Target
  • Johnson & Johnson 
  • Schindler Elevator Corporation
  • Schneider Electric
  • Shell
  • Siemens
  • Southwest Airlines
  • Staples
  • Tesla
  • Tiffany & Co.
  • Qualcomm
  • Underwriter Laboratories
  • UnitedHealth Group
  • United Technologies
  • Union Pacific
  • UPS
  • USAA
  • Verizon
  • Walmart
  • Wells Fargo
  • Westinghouse
  • Whirlpool
  • Xerox


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