Source: United States Army
KAISERSLAUTERN, Germany — Service members and Department of the Army civilians assigned to the 21st Theater Sustainment Command completed a Lean Six Sigma course at Panzer Kaserne, April 13-17, 2026. During the course, they strengthened their ability to identify inefficiencies and improve mission effectiveness through structured problem-solving techniques.
The course focuses on applying Lean Six Sigma principles through the Define, Measure, Analyze, Improve and Control framework, commonly known as DMAIC. This methodology streamlines processes, reduces waste and improves performance. Built on data-driven decision-making, Lean Six Sigma gives participants the tools to evaluate workflows and implement lasting improvements.
Participants are required to identify a problem affecting their section and present it to a sponsor for approval. A sponsor provides oversight and practical support to help ensure a project’s success. Once approved, trainees begin working on their projects before the in-person portion of the course. This process allows them to begin developing solutions to real-world issues within their units, which they continue to analyze and refine throughout the training.
The course uses a pay-it-forward approach in which applicants identify a problem, apply and, if accepted, develop an efficient solution with minimal waste. Upon successful implementation, they receive course credit and certification, expanding problem-solving capability across the Department of the Army with each class.
“Before the in-person portion started, we completed an application that made us really look at what problem we were trying to solve,” said Maj. Shirley Charles, a participant in the Lean Six Sigma course.
Throughout the course, students developed project charters, analyzed processes and worked to identify root causes of inefficiencies under the guidance of certified instructors.
In Lean Six Sigma, multiple certification levels, or “belts,” distinguish roles and responsibilities. Green Belt practitioners typically complete their training requirements within four to five months after coursework. They focus on smaller-scale projects and are authorized to address and resolve issues within their defined areas. In contrast, Black Belt practitioners require approximately six to nine months to complete certification requirements. Their projects involve greater complexity and scope and require the use of more advanced tools and methods.
“The first part of the charter is where they define the problem,” said Sgt. 1st Class Kirk Bucknor, a master Black Belt instructor. “As a black belt, I’m allowed to mentor them, keep them on track and provide them with the tools and context they need to work through their issues.”
Each participant is required to bring a project into the course and is evaluated on the ability to define the problem and identify its root causes.
“With this course, you have to come forward with a project,” Bucknor said.
Instructors also work closely with unit leadership to ensure projects address priority issues and align with operational needs.
“We work with them and their leaders to identify the key issues they face,” said Kyle Buno, a Department of the Army civilian and master Black Belt instructor for the course.
According to Buno, the program maintains a strong certification success rate.
“We do have a 92% success rate from people taking this course to actually getting certified,” Buno said.
The Lean Six Sigma course reflects the Army’s continued investment in professional development and its commitment to improving readiness through data-driven process improvement. Graduates leave equipped with tools to identify inefficiencies, reduce waste and enhance mission effectiveness.