Business Management System Implementation

An Integrated Enterprise Excellence (IEE) business management system implementation collectively achieves the criteria and objectives of the Malcolm Baldrige Award, ISO, Shingo Prize, and Deming’s philosophy.

There is a detailed description of the IEE system in the 2-book series Management 2.0: Discovery of Integrated Enterprise Excellence and Leadership System 2.0: Implementing Integrated Enterprise Excellence.

The IEE business management system puts it all together:



APQC Presentation Developing an Enterprise Excellence Business Management System: Puzzle Resolution


Section 11.16 of Leadership System 2.0 suggests five options for an IEE business management system implementation:

  1. IEE On-site Deployment
  2. IEE Remove Deployment
  3. IEE Do-it-yourself Deployment
  4. Consultant Company Facilitated IEE Deployment
  5. IEE Enhancement to an Existing Lean Six Sigma Deployment


For a suitable and effective IEE business management system implementation, coaching is the best deployment alternative.

There are several approaches that Smarter Solutions, Inc. can use when facilitating an IEE implementation; however, the best course, if possible, follows the format described in Chapter 4 of Leadership System 2.0.

This flow considers that the CEO, president, or general manager of the organization/division sees the benefits of IEE and has bought into implementing the business management system, and agrees to utilize and require others to use IEE techniques. An organization can accomplish this implementation either remotely or on-site. For an organization to achieve success, this deployment needs to have high priority, where there is expediency in completing tasks.


Prior Work to Business Management System Implementation Start

  • Smarter Solutions, Inc. (SSI) IEE implementation facilitator works with organizational leaders to explain the benefits of IEE in their organization. Not all leaders will not have “buy-in” from the start.
  • The organization’s CEO, president, or general manager sees the benefits of IEE and wants this business management system implementation to occur in their organization.
  • The leadership team was presented with IEE awareness training and is considering the benefits.
  • Leadership selected the organization’s IEE implementation coordinator.
  • Leadership selected an IT coordinator for the IEE EPRS software installation and ongoing creation of spreadsheet datasets for 30,000-foot-level metric report creation from their databases.
  • Leadership created a list of candidates for three to five IEE deployment team members who align with the skill set needed to make a successful IEE implementation.


Next Six Months Overview: Business Management System Implementation

The SSI IEE implementation facilitator and the organization’s IEE implementation coordinator will work with its implementation team and others to accomplish the following in six months. After that time, the organization should be able to proceed with further refinement of the IEE system on its own. The IEE awareness training noted below typically includes viewing the one-minute IEE video and discussing the Positive Metrics Poor Business Performance article.


Week 1: IEE Business Management System Implementation

  1. Install the IEE Enterprise Performance Reporting System (EPRS) software on a server behind the organization’s firewall.
  2. Interview and select 3-5 IEE implementation team members from a predetermined leadership list of candidates.
  3. Conduct high-level IEE training for the new IEE deployment team members. Also, create a “first pass” spreadsheet of the organization’s IEE value chain entries.
  4. Conduct a deputy directors’ and managers’ IEE awareness training session.

Week 2: IEE Implementation

  1. Work with leadership during a meeting to polish what the IEE implementation team previously did relative to the initiation of the organization’s IEE value chain’s functions and some of their metrics. This two-hour face-to-face and remote-connection meeting should include deputy directors and managers. In this meeting, the leadership team will identify some metrics that they think are most important to the business. These metrics will later be reported in a satellite-level or 30,000-foot-level format.
  2. Conduct hands-on IEE implementation team training to create satellite-level and 30,000-foot-level metrics and then put these metrics into the organization’s IEE value chain. The organization’s IEE value chain will also be updated to include all agreed-to functions and their measurements. Some of these IEE value chain metrics will have only names; however, other identified important performance metrics will receive automatic updates in a satellite-level or 30,000-foot-level performance metric reporting format.
  3. Direct the chosen IT coordinator to establish IEE value chain authorization for all leadership personnel, deputy directors, and managers. After completing this authorization, the leadership team and others will be able to access the Enterprise Performance Reporting System’s IEE value chain and other functions 24×7 at any place in the world where remote access to the organization’s IEE server is available.

Week 3: IEE Implementation

  1. Conduct a four-hour leadership session. Attendees will need a notebook computer. This meeting will be a hands-on training event where attendees will click through live the organization’s value chain functions and metrics, both individually and in teams. This meeting will include people connected remotely.
  2. Discuss the 9-step IEE system and take the first pass to create items for the organization’s enterprise improvement plan (EIP). In time, an EIP creation will benefit from step 3 in the 9-step roadmap, which is ‘Analyze enterprise.’ However, for now, we will use general awareness of which 30,000-foot-level reported metrics to improve so that there would be enterprise as a whole benefit.
  3. Agree to three 30,000-foot-level metrics considered to be good candidates for process improvement efforts.
  4. Discuss what current operational procedures to initially include in the organization’s IEE value chain and additional people’s names to provide authorized access to its IEE value chain.

Week 4: IEE Implementation

  1. Display in a one-hour leadership meeting the IEE value chain updates and other software reports.
  2. Work with the IEE implementation team to refine the organization’s IEE value chain, including a first-pass EIP and the functional procedures to include initially. There will be an inclusion of the three 30,000-foot-level metrics to improve through a listing of process-improvement projects in the EPRS software. With this listing of projects, everyone will be able to see these projects’ status and their metric improvement efforts at any point in time.
  3. Determine which IEE Implementation team member will be working on each identified 30,000-foot-level improvement project metric to enhance. These IEE implementation team members will also begin their training in how to execute IEE improvement projects efficiently and effectively. The IEE implementation team specialists will start the execution of the improvement projects. The IEE improvement project reporting function will be initiated and used in the EPRS software.
  4. Initiation of IEE awareness training will start with the identified functions in the organization’s IEE value chain. First, there will be a general IEE awareness session for the organization’s functional leaders and later individual department-member training.
  5. Training will occur for the IEE implementation team to understand how to conduct this training over time. This training will include the solicitation of functional metrics that those involved in operations think are valuable to have and the inclusion of documentation of current processes where this information is electronically stored. This training will also cover how team members should utilize and benefit from the organization’s IEE value chain metric reporting and documented processes.

Week 5: IEE Implementation

  1. Discuss the current process for regular leadership meetings and what to do differently to improve reporting consistency with IEE thinking. There will also be a dialog about how to conduct productive process-improvement-project status meetings.

Next Five Months: IEE Business Management Plan Implementation

  1. Facilitate the refinement of the organization’s IEE value chain reporting and its utilization by leadership and operational personnel. The IEE implementation team will also be executing projects that are to improve 30,000-foot-level metrics over time. The IEE implementation team will learn how to train employees and some suppliers to understand and use IEE tools and techniques.
  2. Conduct six months after the initial IEE kickoff, a leadership team meeting to discuss what has occurred since the start of IEE, including any lessons learned. This session will discuss what the organization did with its IEE implementation and the potential leveraging of this IEE effort to other organizations/divisions in different organizations in the business enterprise. This discussion should also consider suppliers’ inclusion in expanding the organization’s IEE’s value chain.


Described is an aggressive six-month-completion plan.  However, for the achievement of this plan, there must be a steadfast commitment to implement the IEE system in the organization, including the selection of the best people to be members of the IEE implementation team and these people being a truly dedicated resource for this undertaking.


Contact Us to set up a time for a discussion on how your organization might gain much from an Integrated Enterprise Excellence Business Management System and its implementation.