MAQ and Mike Maquet
Implementing a CPI Culture is written as a "HOW TO" Book which includes everything an organization needs to know when they are either trying out some process improvement activities or are Implementing a Continuous Process Improvement (CPI) Culture across their entire organization. CPI is the fluid combination of principles and sub tools from the Process-Focused methodologies Lean, Six Sigma, and Theory of Constraints.
This book is unique because it is applicable to Military Organizations as well as Commercial Businesses. MAQ has 35 years of experience in the USAF and US Army and helped generate the DoD CPI Guide. He is more than qualified to relate CPI to the Military environment. He is a certified Level 2 and 3 Mentor for the USAF.
The techniques identified in this book have been proven successful at several Air Force and Army Bases as well as private businesses. They are similar to many techniques used throughout the Department of Defense and across industry.
Although every Military Service is using a different combination of the three techniques; Lean, Six Sigma, and Theory of Constraints, CPI combines all these techniques into a single approach that makes the best use of each sub tool when it is appropriate.
If you want to improve processes in your organization, this is the book to read and use. For more information on CPI, contact MAQ or Mike Maquet at www.m2mcpi.com.
MAQ and Michael Maquet are a Father/Son team that has been working Continuous Process Improvement for several years. Their unique experiences and skills make the team dynamic and effective.
MAQ spent 35 years in the USAF learning MBO, TQM, Transformation and finally Lean. He graduated from the Air Force Academy in 1974 with a BS in Mathematics, Operational Research, which focuses on Maximizing Benefits and Minimizing Costs. He also has an MBA from Golden Gate University graduating in 1983.
Michael graduated from Southern Utah University in 2003 with a BS in Psychology. Mike is presently working on an MBA through Weber State University.
MAQ retired from the Air Force in 2005 and worked for the Air Force and with a consultant team of experts contracted by the Department of Defense to study what the Services were doing in Process Improvement and write the DoD CPI Guide. MAQ and Mike worked all of 2006 at Pope AFB to implement CPI in every functional group on base. Mike worked for 2 months in Sri Lanka with a major clothing manufacturer, MAS, improving how they manufactured sports clothing.
They both have also worked at several AF and Army bases teaching CPI and Facilitating CPI Team Events. In Utah, MAQ and Mike are both Adjunct Faculty members for Weber State University and the Davis Applied Technology Center ( DATC), instructing and Mentoring managers on implementing a CPI Culture. They have worked with local Companies to implement CPI principles and they thrive on the team activities in commercial and military organizations.
Through their M2M CPI. LLC, MAQ and Mike offer an entire suit of training courses, Event Facilitation, and Leadership Mentoring to Implement a CPI Culture in any organization and sustain the changes . See their Resumes and all the Services they offer at www.m2mcpi.com.
Implementing a CPI Culture
in any Organization, Military or Commercial
1. Purpose: The purpose of this book is to detail the actions required to Implement a Continuous Process Improvement (CPI) Culture in any organization. For Military organizations, many of the details of implementation will match those of the DoD CPI Guide published in Feb 2006 since the senior author helped a team of consultants write that guide. They will also match many of the rules and focuses included in many other Process Improvement books of the past. However, the primary focus of this book will be the physical actions required to implement a CPI Culture. The actions described have been equally effective in Commercial Organization as they were in the Military.
2. Why both a Military and Commercial application? If you are saying to yourself that this book couldn’t possibly be applicable to both Military and Commercial organizations, consider these facts. In every organization that considers implementing a Process Improvement Methodology, there are a large majority of workers and leaders who will say. ”This won’t work here. We are Different.” However, in every documented case study, Process Improvement DOES APPLY because everything they do can be identified by a process. So is there much difference in a Military environment vs. a commercial one?
Yes, there are differences, like Uniforms, Regulations, Mandatory Commitments, Deployments and use of Weapon Systems in the Military. However, on the Commercial side, there are Dress codes, Government and Company Rules, Career Job assignments, Travel to world-wide locations, and high and low technology Systems that must be used. The biggest difference normally stated is the lack of Profit Goals for the military. However, with increasing Requirements and Reducing funding and resources, the military is very interested in reducing costs and inefficiencies because they have no choice. Commercial companies chase profits because they also don’t have a choice. They either make profits of close their doors. Therefore, although there are outward differences, there are also many similarities.
So what are the similarities between Military and Commercial organizations? It’s the PROCESSES. Every Military base or ship I have ever been assigned to or visited is like a miniature City, which is also like a large Commercial organization. They all have the same Processes like: Hiring, Training, Supply, Inventories, Operations, Human Resource Support, Facility Support, Equipment Maintenance, Management, Leadership. There may be some differences in HOW things are done, but the WHAT is very similar. Therefore, CPI that targets waste in Processes applies to both environments, and the details of this book can be implemented in both Military and Commercial organizations. I know it works because I have done it.
3. Why CPI, and not Lean, Six Sigma, or Theory of Constraints? Most experts on Process Improvement will agree that Lean,
