JOINT BASE CHARLESTON, S.C. -- Maj. Kimberly Champagne, 315th Airlift Wing process manager here, spoke to members of the American Society for Quality Charleston Section June 23 about lean processes and project management tools used to save hundreds of thousands of dollars in salary and per deim funds.
Champagne was invited to speak at the monthly meeting because of her experience and leadership in moving the wing from a two to one Unit Training Assembly per month.
According to Jim Thompson, chairman of ASQ Charleston and the Lowcounty Quality Conference, ASQ Charleston strives to provide first-rate development opportunities for quality professionals, and Champagne was a perfect match for this month’s meeting.
Between January and December 2014, Champagne led the One UTA Working Group which consolidated the 315 AW’s required two weekends per month into a single UTA weekend.
The result created a more cost efficient and effective environment, as well as better communication between Airmen – leading to improved quality performance standards and approximately $100,000 in savings monthly.
The Charleston area continues to grow, and more than 200 quality professionals from numerous businesses and industries are members of ASQ Charleston.
“We mostly focus on what we traditionally see in the private sector,” said Thompson. “A process is a process; however, the biggest opportunity we currently see is in government organizations. Times are changing. Every organization must act as real shareholders and be accountable for the bottom line. Seeing this occur at this level with the leadership of the 315th Airlift Wing is very impressive.”
“It’s always interesting to our members to see the use of tools that they are familiar with applied in a different way,” added Thompson. “This is very different, and when you start throwing out figures like a million dollars in savings just in the first year people start perking up. The more we as practitioners can do that and take back to our customers, suppliers and own organizations the more valuable we become as team members.”
Speaking to top quality professionals from the Lowcountry, Champagne shared the successes of the 315 AW, lessons learned and how the U.S. Air Force Reserve is always looking for leaders who will lead from the front and consistently look for innovative ways to be more effective and efficient.
“There is nothing more gratifying than speaking to a group of professionals who have been doing this type of work for a very long time,” said Champagne. “The Citizen Airmen who participated in our improvement processes are the most efficient and effective people because they work hard to manage their civilian jobs, families and Reserve commitments.”
“My hope is to inspire quality members right her in the Lowcountry,” added Champagne. When people are inspired they often become empowered, dream big and share innovative ideas that work to remove barriers to carry their organizations forward.”