Individuals control charts (I-charts or X-charts) can be used for time-series tracking of a process to determine if the process is in statistical control and can be considered stable. When a process is considered stable, it experiences only common-cause variability. When a process is not in control, special-cause conditions can be causing non-stability.
Individuals Control Chart (XmR chart, I chart) Reporting Read More »
Lean has a very good tool set; however, it is not a business management system. To better address the challenges of the day, organizations need an effective business management system that integrates Lean tools with predictive scorecards and analytical/innovative strategies so that undertaken process improvement efforts have whole-enterprise benefits. The Integrated Enterprise Excellence (IEE)1 business management system, which is illustrated in Figure 1, accomplishes this organizational objective.
Lean Implementation with Business System Integration Read More »
It is important that key performance indicator (KPI) and performance measurement selection and report-outs lead to the most appropriate behaviors throughout an organization. However, this often does not happen.
Enhanced Selecting KPIs Process and their Predictive Response Reporting Read More »
P-charts are used in quality control to identify when special-cause or out-of-control conditions occur in timeseries data so that timely corrective actions can be taken to resolve problems. Sometimes data from a p-chart are used also to provide a process capability statement or non-conformance statement.
How to Resolve SPC p chart Calculation Issues Read More »
Organizations need to be able to calculate process capability when there is no specification; however, the traditional process capability indices of Cp, Cpk, Ppk, and Ppk require a specification.
How to Calculate Process Capability when there is no Specification Read More »
Once a process is determined to be predictable, the next obvious question is: What is predicted for the metric? To address this in terms of percentage nonconformance, process capability and performance index (Cp, Cpk, Pp and Ppk), or sigma quality level, a specification is needed. But many metrics don’t have one. To get around this shortcoming, organizations sometimes create targets and analyze them as if they were specifications. But this practice can yield deceptive results because targets are often subjective, and then you may be playing games with these objectives. This article describes a method for reporting and improving process capability and performance when there is no specification.
How to Create Performance Measurements and Metrics that are Predictive Read More »
Forrest Breyfogle discusses how the Integrated Enterprise Excellence (IEE) system works to help organizations manage scorecards, metrics, performance reporting, improvement projects, and strategic planning. IEE is an enhanced business methodology that addresses many shortcomings of current management practices. Integrated Enterprise Excellence is a nine step business system. This video briefly describes how these nine steps are used to effectively manage and drive improvements that positively impact the enterprise.
Integrated Enterprise Excellence: An Enhanced Business System Read More »
CEO, Forrest Breyfogle, explains why your organization could benefit from the Integrated Enterprise Excellence (IEE) system. Forrest discusses opportunities in leadership, business systems, strategies, performance reporting, improvement projects, scorecard metrics, as well as culture and how the IEE 9-step business system can address these needs.
Resolving Business Management System Issues Read More »
A lean Six Sigma improvement project needs to following a DMAIC roadmap so that the best lean or Six Sigma tools are used at appropriate times. A consistent define-measure-analyze-improve-control (DMAIC) roadmap is also needed so that the same approach (with all its execution details) for executing improvement projects is used across the organization.
Lean Six Sigma Improvement Project and its Benefits Read More »
Described is a Statistical Engineering business management approach where a unique predictive organizational performance measurement and improvement system can be used to orchestrate efforts for addressing today’s challenges. This system provides an integrated methodology where organizations can “look out their car’s windshield” and, if they don’t like what they see, can make adjustments through targeted Lean Six Sigma and other improvement efforts that positively impact the business as a whole. This session will illustrate the application of these Statistical Engineering methods to a hospital showing how not only mean operational/financial responses can be improved and demonstrated, but how a reduction in the metric’s variability can occur as well.
Statistical Engineering in Business Management Read More »
