The business process improvement methodology in the Integrated Enterprise Excellence (IEE) business management system gives focus to business area enhancements that will benefit the big picture.
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The Six Sigma Methodology – Hypothesis Testing has applicability in the execution of improvement efforts to processes via a Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) roadmap or the enterprise as a whole. With both efforts, it is important to first determine what measurement is to be improved through this undertaking. At the enterprise level, one could
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Stephen Covey 8th habit achievement is not a trivial undertaking; i.e., from effectiveness to greatness. In the book Made to Stick, the authors highlighted the following points from Stephen Covey’s 8th Habit: From Effectiveness to Greatness: Stephen Covey 8th Habit Achievement Challenges The following was determined by polling 23,000 employees from a number of companies
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These Lean Six Sigma Black Belt Training student stories provide testimonial insight to the benefits of the enhanced Integrated Enterprise Excellence (IEE) approach to Lean Six Sigma training.
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Lean Systems Thinking Management is an approach to reduce waste in the implementation using a Peter Senge systems thinking methodology to business management. This systems thinking approach bridges system thinking theory to practice where day-to-day and strategic decisions can be made when thinking in systems. A 9-step Integrated Enterprise Excellence (IEE) system will provide the
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There can be differences in the approach for calculation and determination of lean Six Sigma financial benefits. Let’s examine alternatives for the calculation.
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The shades of green for Lean Six Sigma Green Belt training can lead to significant differences in the amount of green-backs (i.e., US dollars) that a company receives from their efforts. Lean Six Sigma Green Belt training and execution of its process improvement methodologies so that the enterprise as a whole benefits can result in BIG
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What is the best problem statement for starting an effort that takes an organization from business chaos to competitive advantage? 1. Improvement projects are not positively impacting the bottom line. 2. Scorecards are not effective and need improvement. 3. Total revenue and profit margins are unsatisfactory. 4. Quarterly reviews are lengthy and have questionable value. 5. Organizations are operating in silos. This webinar will reveal our answer to this initiation question and also address how to overcome the additional four challenges. From this interactive webinar, improvement practitioners to executive leadership will learn what can be done to gain an enterprise-wide competitive advantage.
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At the end of business quarters, many people spend precious time and effort preparing to satisfy managment’s need to know how the business is faring. Executives may receive a large deck of PowerPoint slides or a huge Excel file that tries to summarize their organization’s performance. After weeks of collecting this data, the compilation often contains outdated information, can be difficult to interpret and does not present informtion in a format so that the most appropriate action or non-action will be taken. This article advocates the converting of data so that predictive statements can be made and executives can fully understand the data.
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An enhanced business process management organizational structure example is described in the linked-to article below, which was written by Forrest Breyfogle. This writing uses a departmental key performance indicator (KPI) metric-reporting situation to describe how to create beneficial predictive performance measurements in a function within an organization. This Metrology department KPI reporting for calibration illustration shows how
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