Enhanced Business Management Systems Thinking Book Contents: IEE Volume 2

The business management systems thinking book contents for Integrated Enterprise Excellence, Volume II – Business Deployment: A Leaders’ Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard are provided below.

IEE Volume 2 describes the details of the Integrated Enterprise Excellence (IEE) enhanced business management system and its execution roadmap.  IEE Volume 2 is one book in a 5-book IEE series.


business management systems thinking book contents


Enhanced Business Management Systems Thinking Book Contents

The parts, chapters, and sections of the 565 pages of Integrate Enterprise Excellence Volume II are:

PART I Management Systems and their Evolution

1. Background

  • Messages in this volume
  • Volume layout
  • Integrated Enterprise Excellence (IEE)
  • History
  • Deming’s seven deadly diseases and Deming’s 14 points for management
  • Organization management and quality leadership
  • Quality management and planning
  • IEE values
  • Exercises

2. What is Six Sigma and Lean Six Sigma?

  • Six Sigma background
  • Lean overview
  • Lean and Six Sigma overview
  • Lean Six Sigma infrastructure
  • Common Lean Six Sigma deployment problems and what to do about them
  • Starting a Lean Six Sigma initiative
  • Exercises

3. Scorecards, Dashboards, Performance Metrics, and Strategic Plans

  • Performance metrics can stimulate the wrong behavior
  • Characteristics of a good metric
  • Traditional scorecards, dashboards, and performance metrics reporting
  • Strategic planning
  • Hoshin kanri
  • The balanced scorecard
  • Red-yellow-green scorecards
  • Example 3.1: Culture firefighting or fire prevention?
  • Creating an enhanced results-achieving culture through wisely selected performance metrics
  • Example 3.2: Red-yellow-green graphical reporting alternatives
  • Example 3.3: Tabular red-yellow-green metric reporting alternative
  • IEE performance scorecard/dashboard metrics that lead to the right activities
  • Applying Integrated Enterprise Excellence (IEE)
  • Exercises

4. Improving Management Governance and Innovation through IEE

  • Processes and metrics
  • Overview of IEE
  • IEE as a business strategy
  • Integration of Six Sigma with Lean
  • Day-to-day business management using IEE
  • Integrating innovation and analytics through IEE
  • Infrastructure
  • Comparison of total quality management
  • Initiating deployment
  • Applying IEE
  • Exercises

5. Leadership and Building Successful Teams

  • Advocacy selling and the acceptance of change
  • Seeking pleasure and fear of pain
  • Stimulating change
  • Managing change and transition
  • People productivity
  • Effective teams
  • Orming model
  • Interaction styles
  • Making a successful team
  • Team member feedback
  • Reacting to common team problems
  • Applying IEE
  • Exercises


Part II: Enterprise Process Define-Measure-Analyze-Improve-Control (E-DMAIC) Roadmap

6. E-DMAIC – Define Phase: Vision, Mission, and Voice of the Customer

  • E-DMAIC roadmap component
  • Checklist: Enterprise process define phase
  • Vision, mission, and values
  • The three circles
  • Where are organizations going and how are they going to get there?
  • Voice of the customer
  • Customer value- A framework for enterprise excellence
  • Exercises

7. E-DMAIC – Define and Measure Phases: Enterprise Value Chain with Performance Measures

  • E-DMAIC roadmap component
  • Checklist: Enterprise process measure phase
  • Enterprise process value chain
  • Value chain drill downs
  • Enterprise process management (EPM)
  • Technical aspects of satellite-level and 30,000-foot-level charting
  • Example 7.1: Satellite-level metrics
  • Example 7.2; 30,000-foot-level metric with specifications
  • Example 7.3: 30,000-foot-level continuous response with no specifications
  • Example 7.4: 30,000-foot-level attribute response metric
  • CEO’s role, compensation, and communication
  • Exercises

8. E-DMAIC – Analyze Phase: Goal Setting, Business Fundamentals, and Strategy Development

  • E-DMAIC roadmap component
  • Checklist: Enterprise process analyze phase
  • Business fundamentals and public financial projections
  • Do you have a strategy?
  • Enterprise-process goal setting
  • Strategic analyses
  • Strategy development
  • Hoshin kanri tools: Environmental scan checking market conditions
  • Exercises

9. E-DMAIC – Analyze Phase: Financial and Data Analyses

  • E-DMAIC roadmap component
  • Current accounting and finance systems
  • Financial analyses
  • Financial metrics
  • Cost management versus cost accounting and activity-based costing (ABC)
  • Lean accounting and IEE accounting
  • Project benefits
  • Enterprise data analyses
  • Example 9.1: Enterprise process financial analysis
  • A 30,000-foot-level metric’s improvement opportunity prioritization
  • Example 9.2: Improving a process that has defects
  • Example 9.3: Sales personnel scorecard/dashboard and data analyses
  • Example 9.4: Making the numbers assessment
  • Applying IEE
  • Exercises

10. E-DMAIC – Analyze Phase: Theory of Constraints (TOC)

  • E-DMAIC roadmap component
  • Theory of constraints (TOC)
  • Example 10.1 Theory of constraints
  • Discussion
  • Measures of TOC
  • Five focusing steps of TOC
  • IEE TOC application and the development of strategic plans
  • TOC questions
  • Applying IEE
  • Exercises

11. E-DMAIC – Analyze Phase: Lean Tools and Assessments

  • E-DMAIC roadmap component
  • IEE enterprise process roadmap
  • Resource utilization
  • Origins of Toyota production system (TPS)
  • Supply chain
  • Product development and engineering
  • Customer interaction
  • Thinking small
  • Demand management
  • Waste identification and prevention
  • Principles of Lean
  • Enterprise Lean assessment
  • Example 11.1: Takt time
  • Little’s law
  • Example 11.2: Little’s law
  • Identification of process improvement focus areas for projects
  • Time-value diagram
  • Example 11.3: Development of a bowling ball
  • Enterprise process value stream mapping
  • Value stream considerations
  • Additional enterprise process lean tools and concepts and example
  • Applying IEE
  • Exercise

12. E-DMAIC – Analyze Phase: Identification of project opportunities

  • E-DMAIC roadmap component
  • Creativity and innovation
  • Alignment of creativity with IEE
  • Creative problem solving
  • Inventive thinking as a process
  • TRIZ; Six thinking hats
  • Midterm and annual strategy development
  • Innovation creation process
  • Enterprise improvement plan (EIP)
  • Example 12.1: Project creations for EIP high potential areas – Improve quote response time
  • Example 12.2: Project creations for EIP high potential areas – Improve TOC throughput
  • Example 12.3: Project creations for EIP high potential areas – reduce WIP
  • Exercises

13. E-DMAIC – Improve Phase

  • E -DMAIC roadmap component
  • Checklist: Enterprise process improve phase
  • Business process improvement events (BPIES)
  • Example 13.1: BPIE improvement
  • DFIEE/DFSS: Product, process or information technology (IT) project
  • Process improvement projects
  • Enterprise process simplification
  • Project selection from the EIP process
  • P-DMAIC define phase overview
  • P-DMAIC project metrics
  • P-DMAIC problem statement
  • Example 13.1: Problem statement
  • P-DMAIC project scope and business need alignment
  • Secondary metrics
  • Project charter and SIPOC
  • Project benefit analysis
  • Enterprise process improvement demonstration
  • Applying IEE
  • Exercises

14. E-DMAIC – Control Phase and Summary

  • E-DMAIC roadmap component
  • Checklist: Enterprise process control phase
  • Support systems and organizations
  • Management project reviews
  • Project tracking system and 30,000-foot-level metrics
  • Control plan: Is and is not
  • Enterprise control plan
  • E-DMAIC summary
  • Exercises


PART III Appendix

Appendix A: Infrastructure

  • Roles and responsibilities
  • Reward and recognition

Appendix B: Six Sigma Metrics

  • Six Sigma quality level
  • Defects per million opportunities (DPMO)
  • Rolled throughput yield (RTY)

Appendix C: Articles

  • Sarbanes-Oxley (SOX) act of 2002
  • Control charting at the 30,000-foot-level: Continuous response
  • Control charting at the 30,000-foot-level: Pass/fail response

Appendix D: Basic Lean and Quality Tools

  • Supplier-input-process-output-customer (SIPOC)
  • Flowcharting
  • Logic flow diagram
  • Spaghetti diagram
  • Observation worksheet
  • Lean assessment matrix
  • Standard work chart
  • Combination work table
  • Cause-and-effect diagram
  • Cause-and-effect matrix and analytical hierarchy process (AHP)
  • Affinity diagram
  • Nominal group technique (NGT)
  • Pareto charts
  • Force field analysis
  • Why-why diagram of five whys
  • Appendix E: Basic Statistical Considerations
  • Continuous versus attribute response
  • Transformations and individuals control chart
  • List of acronyms and symbols



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