For a building quality management system objective, one can benefit if they could utilize an Integrated Enterprise Excellence (IEE) system structure. IEE provides a fact-based management system for processes that is aligned to the financials.
Details of implementing the IEE system are described in a five-book series. The book, Integrated Enterprise Excellence Volume II, Business Deployment, provides a roadmap for implementing this fact-based management system. Books in this series can be used to education employees and suppliers of the described IEE methodology.
One of the benefits of IEE is that it can provide predictive performance dashboards/scorecards that can be automatically updated through an organization’s IEE value chain. This can be done using the Smarter Solutions’ Enterprise Performance Reporting System (EPRS) software , which can seamlessly be integrated with virtually any database and IT system.
Nine-Step Building Quality Management System
IEE provides a framework for leadership to systematically understand and manage its organization through an ever-changing environment. The IEE system consists of nine steps, as shown in Figure 1.
The business governance system graphically described in this figure provides a roadmap for systematically addressing the building quality management system challenges. IEE provides a business system that enhances problem-solving-project-execution mythologies such as Lean Six Sigma or Lean kaizen events. The IEE 9-step business management system provides a means for organizational governance.
One should note that the last-step has a feedback loop that does not return to step one but instead step three. This feedback loop provides a long-lasting management system, which can remain structurally constant over time even through leadership, organizational, and strategy changes. The IEE 9-step system directly addresses the component needs of process, metrics, and projects.
Process and Metrics Integration
Step 2 of the 9-step IEE business management system provides an integration of processes and their functional metrics through an IEE value chain, as illustrated in Figure 2. In the value chain, the processes can be drill downs of the rectangular blocks, while their associated metrics are represented as the oblong symbols.
The IEE value chain can be an integral part for a building quality management system effort. The result is a long lasting clickable entity which provides direction even through there is organizational changes. With this system, process functional procedures and their metrics can change over time. Metrics within a value chain are to have alignment to how the business is conducted.
The IEE value chain provides a platform from which fact-based decisions can be made both at the local and strategic-decision-making level. Consistent management and governance of processes and process improvements efforts can be the result from this building quality management system effort.
Benefits of IEE Predictive Metrics in Building Quality Management System Efforts
The IEE predictive performance metric reporting system provides a system for metrics. The transition from traditional dashboards/scorecards to predictive performance metrics and its benefits is illustrated in Dashboard to Predictive Performance Metrics Transition.
Through the IEE approach, organizations will have the means to consistently measure and report on how processes impact customer and employee experiences, along with the financials. With this fact-based management approach, organizations can have at a click of the mouse, anywhere throughout the world, the right metrics to manage process and make decisions.
The 30,000-foot-level metric reporting in an organizational value chain also provides a means of high-level structured on-going process control that can maintain the gain from a Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) project.
Business Process Improvement
If care is not exercised, business process improvement efforts that were thought to be strategic can be occurring in silos where the work does not benefit the enterprise as a whole. This strategic business enhancement issue is overcome through IEE. Steps two through seven of this 9-step system provide a consistent management and governance approach for a organization’s processes and process improvement efforts.
IEE provides a framework where project decisions, goals and benefits consistently contribute to strategic imperatives and business success. In step six of the IEE system, the value chain strategic performance metric improvement needs pull for the creation of a project(s) that benefit the enterprise as a whole. The value-chain owner of these process metrics will be asking for timely competition of project(s) in their area since he/she will be reporting the status of their 30,000-foot-level reported metric improvement progress to their executive management on a monthly or quarterly basis.
Training for Building Quality Management System Efforts
Training in the IEE system is available through Smarter Solutions. Both stand-up and on-line training is available. Training makes references to books that can be referenced not only during the training but long after this education process. The execution roadmaps provided in this training and books can be used to communicate and coach the application of tools for problem solving throughout the organization.
References
- Breyfogle, F. W. (2014), ″30,000 Foot Level Performance Metric Reporting,″ Six Sigma Forum, ASQ, Milwaukee, WI.
- Breyfogle, F. W. (2008), The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement, Bridgeway Books, Austin, TX.
- Breyfogle, F. W. 2008. Integrated Enterprise Excellence Volume I—The Basics: Golfing Buddies Go Beyond Lean Six Sigma and the Balanced Scorecard, Bridgeway Books, Austin, TX.
- Breyfogle, F. W. (2008), Integrated Enterprise Excellence Volume II—Business Deployment: A Leaders’ Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard, Bridgeway Books, Austin, TX.
- Breyfogle, F. W. (2008), Integrated Enterprise Excellence Volume III—Improvement Project Execution: A Management and Black Belt Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard, Bridgeway Books, Austin, TX.
- Breyfogle, F. W. (2010), Lean Six Sigma Project Execution Guide, Citius Publishing, Austin, TX.
- Breyfogle, F. W. (2013), The Business Process Management Guidebook: An Integrated Enterprise Excellence BPM System, Citius Publishing, Austin, TX.