Integrated Enterprise Excellence, Vol. II ? Business Deployment: A Leaders' Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard

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9781934454152: Integrated Enterprise Excellence, Vol. II ? Business Deployment: A Leaders' Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard

For many organizations, scorecard & dashboard metrics, strategic planning, and/or business improvement systems are leading to activities that are not beneficial to the enterprise as the whole. Traditional organizational measurement and improvement systems, where emphasis is given to meeting goals at any cost, can lead to unintended consequences. In the extreme case, this was part of Enron's downfall.

For long-lasting-over-time improved decision making to occur that is not so dependent upon the sophisticated insight of a few key individuals, an enterprise management system framework is needed that utilizes business intelligence and other information with a blending of analytics with innovation. From this wise blending, targeted strategies and efforts are created so that the business as a whole benefits.

In businesses, SMART (Specific, Measurable, Actionable, Relevant, and Time-based) goals need to be determined through the integration of analytics with innovation at the enterprise level and cascaded downward throughout the organization. SMART goals need to be assigned to 30,000-foot-level operational metrics improvement needs so that there is personal accountability for achievement.

This personal-accountable, 30,000-foot-level operational metric improvement need creates a pull-for-project creation, which is different from traditional Lean Six Sigma, Six Sigma, Lean Kaizen Event, and Total Quality Management (TQM) problem solving systems, where improvement projects are often pushed-for-creation by group brainstorming sessions. A push-for-improvement project creation system can result in organizations claiming that they have saved 100 million dollars through project-completions, but nobody can find the money; i.e., a silo reported savings does not necessarily translate to an enterprise benefit.

Volume 2 of this three volume series provides a step-by-step leadership-orchestrated framework roadmap for the described business issues and needs. In IEE, for example, enterprise analytics is blended innovation in the Analyze step of a unique Enterprise process Define-Measure-Analyze-Improve-Control (E-DMAIC) roadmap - before strategy creation.

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From the Publisher:

-- Ken Case, Ph.D., P.E.; Regents Professor Emeritus, Oklahoma State University, Past President ASQ "What grandmaster chess is to checkers and contact bridge is to solitaire, Integrated Enterprise Excellence is to the organizational improvement practices being deployed in most businesses today. Forrest Breyfogle's system provides a roadmap that blends analytics with innovation at both the enterprise and project execution levels. It makes Lean Six Sigma sing."

--Bill Baker, Retired Knowledge Management & Benchmarking Champion, Raytheon Co. "The book is the most comprehensive one I've found on the tools and specific pathways to achieving excellence. By using a balanced IEE approach a company can leverage their resources to rapidly improve and compete successfully in our 21st century environment."

-- Frank Shines, Director Tech Data Corporation "Other books are light years behind Forrest's 4-book suite, which not only provides senior management with Lean Six Sigma performance scorecards, but also a how-to roadmap for Enron-effect avoidance."

From the Author:

The book, The Integrated Enterprise Excellence (IEE) System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement, introduced an organizational "Key to Winning in the 21st Century" strategy. The volume, Integrated Enterprise Excellence Volume 1, the Basics: Golfing Buddies Go Beyond Lean Six Sigma and the Balanced Scorecard, illustrates the benefits of IEE over several traditional problem-solving-business and scorecard programs.

This Volume 2 describes the step-by-step execution of the IEE Enterprise process Define-Measure-Analyze-Improve-Control (E-DMAIC) system, which was described in Volume 1. The described 9-step execution process is a governance system where organizations create scorecard metrics that lead to activities that benefit the enterprise as a whole. The described IEE E-DMAIC roadmap describes the blending of analytics with innovation so that organizations reduce firefighting and concentrate their efforts in areas that are most beneficial to the organization as the whole.

Described is a value chain measurement and improvement system where 30,000-foot-level operational metric improvement needs pull for project creation. Volume 3 then describes the execution of process improvement projects, which follow a (project) P-DMAIC roadmap.

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