In the fall of 2022, the Defense Counterintelligence and Security Agency (DCSA) embarked on a bold new chapter of transformation. At a time when security challenges evolve rapidly, the agency recognized that its processes needed to advance as well. To drive this change, DCSA introduced a structured approach to problem-solving known as Continuous Process Improvement (CPI).
CPI is not just a methodology; it’s a mindset. The core purpose of CPI is to provide DCSA with a structured approach to analyze how work is currently being done, identify inefficiencies, and improve processes to ensure the mission is accomplished more efficiently and effectively. For DCSA, it meant asking a simple but powerful question: How can we do this better tomorrow? This relentless focus on improvement would help the agency increase its efficiency and, most importantly, its effectiveness in securing the nation’s interests.
Lean Six Sigma (LSS) is nested within the broader framework of CPI. While CPI encompasses a variety of structured problem-solving methodologies, LSS has long been the preferred approach by the Department of Defense (DoD) due to its wide-scale adoption across the military services, other government agencies and the private sector. LSS is a data-driven, customer-focused and team-based method for improving process performance by systematically eliminating operational waste and reducing variation. By embedding LSS into its culture, DCSA wasn't just introducing a set of tools—it was embedding a powerful, proven approach to continuous improvement into its DNA.
However, this transformation went beyond just process improvement alone—it was about fostering a culture of collaboration across the entire enterprise. By working together, sharing insights, and drawing on diverse perspectives, DCSA aimed to break down silos and ensure that each department, team, and individual could contribute to the agency’s broader goals. This collaborative spirit supported not just improved processes but also empowered a culture of ownership, data-driven decision-making, and leadership at every level, creating a unified effort to protect the nation’s security.
The foundation of this transformation was LSS, which allowed DCSA to leverage its long-standing popularity and success within DoD and other sectors to drive meaningful change. As the program rolled out, 220 Gatekeepers were trained at the Green Belt level. These Gatekeepers would be the catalysts of change within their teams, empowered to improve processes with the support of LSS.
However, the Green Belt certification was only the beginning. For those who wanted to take on the most complex, high-impact projects, the Black Belt certification offered a more advanced path. Black Belt training is a rigorous 120-hour program that challenges participants to lead major process improvement projects across multiple departments. The goal of the Black Belt program was clear: to cultivate leaders who could use LSS principles to solve the agency’s most pressing problems.
“By the end of the Black Belt program, the trainees aren’t just learning about LSS tools—they’re learning how to lead change,” said Narayanan Doraswamy, DCSA’s LSS instructor and a certified Master Black Belt.
For those who embarked on the Black Belt journey, the training wasn’t just a course—it was a chance to make a real difference within the agency.
Joshua Crain, a program manager in DCSA’s Adjudication and Vetting Services (AVS)-Policy division, knew that pursuing a Black Belt certification would allow him to take on projects that could create lasting change.
“What motivated me to pursue the Black Belt Certification?” he said. “The impact. Black Belt projects have a larger scope, and I knew I could leverage this certification for greater gains within AVS. The project I worked on grew into something much bigger than I could have done at the Green Belt level.”
Crain’s certification project—an “octopus” of interconnected initiatives—allowed him to improve processes that spanned multiple departments. “Wouldn't have been possible at the Green Belt level,” he added. Through this experience, Crain realized the value of data in decision-making. “The importance of data as a leader is huge. It keeps you accountable and ensures your projects stay on track.”
Dwayne Hawkins, another Black Belt graduate, shared how the program transformed his approach to leadership. Hawkins, vehicle program manager in the Logistics Management Office, had previously earned his Green Belt while serving in the Army and later decided to pursue his Black Belt at DCSA. He found the camaraderie of the training particularly impactful.
“The most challenging part was the statistics,” Hawkins said, laughing. “But the way the program is structured, we were all in it together. My classmates and facilitators made sure I didn’t feel alone.” Hawkins credited the team aspect of the training with helping him overcome his initial struggles with statistics.
He explained how LSS has changed his perspective on leadership. “It’s not about rushing to a solution. It's about following the DMAIC process, and sometimes, as a leader, you must let your team go through the steps and find the solutions themselves.”
For Lindey Maza-Collins, the Black Belt program provided an essential framework for her work in developing statistical models for background investigations. Coming from a program evaluation background, Maza-Collins had seen how inefficiencies could undermine the success of a project.
“Before I started this certification, I could see where gaps existed. Lean Six Sigma gave me the tools to systematically identify and address those gaps,” she said. “Now, I apply the DMAIC process in my work, ensuring that solutions are data-driven and sustainable.”
For Maza-Collins, the biggest challenge wasn’t the technical aspects but the collaborative nature of Black Belt projects. “Unlike Green Belt projects, which focus on issues within your control, Black Belt projects require coordination with stakeholders across mission areas. It’s all about developing leadership, communication, and project management skills,” she said.
As the LSS program continues to grow, the impact on DCSA is undeniable. To date, the agency has trained 30 Black Belts, with an additional 40 legacy Black Belts continuing to support high-impact projects across the organization. The agency’s commitment to continuous improvement is clear, and its success serves as a model for other agencies looking to drive meaningful change.
“The program has been designed to inspire the workforce to shape the changes they wish to see in our agency,” said Laura Bauer, DCSA’s CPI Implementation Lead. “Gone are the days of thinking, ‘this is just how we’ve always done it.’ The time for meaningful change is now, and who better to tackle those improvements than the Gatekeepers themselves?” In addition to Doraswamy and Bauer, DCSA’s CPI Program team includes Program Manager Timothy Beck and CPI Program Analyst Christie Larson.
Through the leadership of individuals like Crain, Hawkins and Maza-Collins, DCSA is more than just adapting to change—it’s driving it. As the program continues to evolve, the future looks bright. Every improvement made today is a step toward a more efficient, effective and innovative DCSA tomorrow.