Enhanced business management system training is provided through a four-hour Integrated Enterprise Excellence (IEE) Business Management System workshop.
IEE provides an enhanced business management system that structurally integrates predictive analytic scorecards with the processes that created them. In IEE, focus is given to the identification and execution of improvement efforts so that organizational Key Performance Indicators (KPIs) that benefit the organization as a whole are improved.
IEE addresses the business scorecard and improvement issues described in a one-minute video:
Objectives of this Four-hour Enhanced Business Management System Training
A 4-hour hands-on overview of the IEE enhanced business management system training is available, which is typically conducted by Forrest Breyfogle.
Attendees to this session learn how to:
- Create predictive performance metrics that will lead to the most appropriate organizational behaviors and reduce the amount of firefighting that often occurs in organizations.
- Provide a structural linkage between an organization’s performance report-outs and the processes that created these metrics.
- Formulate targeted business-area strategies that will deliver the most big-picture benefit.
- Identify and timely execute strategic improvement efforts that will benefit the enterprise as a whole.
- Enhance status-meeting report-outs so that there is increased value from these sessions with less invested resources.
Four-Hour Workshop Description: Enhanced Business Management System Training
Title of the workshop: Integrated Enterprise Excellence (IEE): An Enhanced Approach for Performance Measurements and Improvement
Periodic references are made during the session to figures and text in a provided book: Integrated Enterprise Excellence Volume 1 – The Basics: Golfing Buddies Go Beyond Lean Six Sigma and the Balanced Scorecard Attendees can later reference their book copy and its novel’s story line long after the training.
A description of the workshop is:
Highlights from this training will be discussed next. There are many team break-out session exercise that had flip-chart presentations.
Example responses from these team presentations are included in the text below.
Team Flip-chart Exercise: Enhanced Business Management System Training
On page 2 of the article “Positive Metrics, Poor Business Performance: How Does this Happen?” , the question is asked whether your organization has any of the below listed issues.
Teams were to identify any of the following listed issues that their organization might experience and then share the result of their team discussion with the class.
Example team responses were:
- Extensive preparation for management review
- Decisions are made with flawed data
- Strategies have poor follow-up and ownership
- Inconsistent scorecard reporting
- Organizational improvement efforts have zero standardization
Agenda Topic 2 on Traditional Performance Metric Reporting for Enhanced Business Management System Training
In an exercise, class teams where to decide what action should be taken with four traditional scorecards (i.e., actual, not fabricated reports). The general consensus is typically that there are issues with the four traditional scorecard chart reports shown. One of these report-outs that was decided to be confusing was a red-yellow-green scorecard:
Agenda Topic 3 on Enhanced Metric Reporting for Enhanced Business Management System Training
A 30,000-foot-level predictive analytic approach for scorecard reporting is then described that can transition traditional scorecards so that they can now provide a predictive statement
The 30,000-foot-level report-out in the above figure consists of a process stability assessment (left individuals chart), a process capability calculation from the probability plot (right chart), and s predictive estimate at the bottom of the 30,000-foot-level report-out.
In an exercise, class teams where to decide what action should be taken with four 30,000-foot-level transitions of the previous evaluate traditional scorecards. The class consensus is typically that 30,00-foot-level reports provided much better and more actionable and correct information than traditional scorecards.
Agenda Topic 4 on Integrated Enterprise Excellence (IEE) for Enhanced Business Management System Training
The IEE business management system consists of nine steps, which are discussed in the workshop:
It is noted that strategies in IEE are created analytically/innovatively in step 5, not step 1 as with most business systems.
Agenda Topic 5 on Performance Metric Report-outs for Enhanced Business Management System Training
A clickable IEE value chain methodology is described, which links structurally predictive performance metrics with the processes that created them. An IEE value chain can have automatic predictive analytics 30,000-foot-level metric updates with Enterprise Performance Reporting System (EPRS) Software. A hospital value chain was discussed through an Internet connection to the website http://ieeeprs.com/demo.
Clicking on “Delivery of clinical services” resulted in:
An IEE value chain can have drill down linkage to other processes, websites, and documents:
An IEE value chain can have drill downs to 30,000-foot-level predictive metric report-outs:
The statement at the bottom of a 30,000-foot-level chart provides a prediction statement. If this statement is undesirable, this metric improvement need pulls for the creation of a process improvement effort.
Teams Exercise Instructions: Open IEE Volume I to see an IEE value chain illustration in Figure 7.2, page 71. On a flip chart, list what benefits an IEE value chain could provide an organization.
Teams Exercise Example Responses:
- Eliminate knee jerks and firefighting – keep focused
- Not siloed, better integration
- More comprehensive, detailed outline
- Helps you to find the dependencies
- Starting from voice of customer; internal and external
- Ensures you are measuring what is important
- Helps change your culture
- Clickable data, focused on what we care about
- Associate knowledge increases
- Information sharing increases
- Less searching and more finding
- Standard data presentation
- Insight on what needs improvement
- Different data analysis
- Special versus common cause
- Make meaningful
- Eliminate not aligned metrics
- Better transparency
- All measurable
- Accountability
- Focus on Customer
- People find information
- Include front line associates
- Connect value element to process
- Identify sub process & look for variability at that level
- Connects outcome results to pair value element with process
- Drives accountability
- Look at more leading indicators
- Easier to do root cause analysis process metrics
Agenda Topic 6 on Determination of Process Improvement Efforts with Big Picture Benefits for Enhanced Business Management System Training
The IEE Enterprise Improvement Plan (EIP) is means to determine and show linkage of process improvement projects to organizational enterprise improvement needs; i.e.: step 6 of IEE 9-step system.
An EIP can have linkage in an organizational IEE value chain:
An example EIP (i.e., drill down of the blue link in above figure) is, where the four columns shown below are steps 4, 5, 6, and 7 of the IEE 9-step system:
Teams Exercise Instructions: Open IEE Volume I to the IEE EIP illustration in Figure 7.3 on page 73. On a flip chart, list what benefits an EIP could provide to an organization.
Teams Exercise Example Responses:
- More clear linkage of projects to goals
- Displays what high level leaders are working on
- Actionable
- Drill down into process flow to link to strategic plan
- Step by step view of all strategic projects
- Track performance by clarifying goals at the 30,000-foot-level
- Align financials to outcomes
- Highlights greatest areas of opportunity that ties back to mission
- At a glance view
- Metrics connect to goal and outcomes
- Easy to understand
- Connect different tactics for same goal
- Communication tool
- Projects attached accountability
- Helps drill down to tactics
- Formal structure
- Data driven — understand baseline and goal
- Prioritize and focus resources
Agenda Topic 7 on Execution of Business Process Improvement Efforts for Enhanced Business Management System Training
Described is how 30,000-foot-level performance metric improvement needs pull for the creation of process improvement efforts, which can involve the execution of lean Six Sigma DMAIC projects, kaizen events, plan-do-check-act or other process enhancement methodologies. “Proof” that a beneficial process enhancement was made is that a 30,000-foot-level chart transitions to an enhanced level of performance (CLICK here to see an example of this transition):
Alignment of improvement efforts to IEE EIP identified area are to show demonstrated improvement; i.e., “proof” that a process was enhanced from process enhancement efforts that were undertaken:
Agenda Topic 8 on Summary and Next Steps for Enhanced Business Management System Training
The IEE system addresses the common-place business management system issues of:
- Executive management receives a monthly 60+ slide PowerPoint deck or a huge excel file which nets out the status of the organization’s performance metrics. This report, which took much preparation resource, has out dated information, can be difficult to interpret, and does not present information in an actionable format. Data are only historic and not timely presented with prediction statements.
- Quarterly executive management reviews (EMR) are lengthy and questionable in value. EMRs consume much resource for both executives and presenters. Presentations could highlight the status of corrective and preventative actions (CAPAs), but an alignment to business performance metrics is often lacking.
- There is much wasted resources fighting fires and the benefits of process improvement efforts seem questionable. Issues of the day that are supposedly resolved only reoccur. Also, 100 million dollars in saving may have been reported but nobody can find the money.
- Our organization is operating in silos where little regard is given to the big picture. Performance goals are set by function; however, what is right for one function might not be the best for another function and the business as a whole.
Described in the class is how a one-minute video could be used for describing to leadership and others the benefits of an IEE deployment and how the IEE methodology addresses traditional scorecard and process improvement issues:
Described is how the article “Positive Metrics, Poor Business Performance: How Does This Happen?” could be used to describe IEE concepts to leadership and others:
The IEE system addresses all the business management issues listed on page two of the above article. This second page of this article was the focus of the first exercise in this workshop.
Teams Exercise Instructions: Open IEE Volume I to page 107 and read the first paragraph (CODND = Cost of Doing Nothing Differently). On two flip charts list:
- Benefits of implementing the IEE system in an organization.
- Next steps that could be taken for an IEE organizational implementation.
Teams Exercise Example Responses for IEE Benefits:
- Improvement in selecting effective projects
- Data driven/pulls projects
- Correct data view rather than an up or down arrow (red versus green color)
- Improvement in goal setting strategy
- Alignment of goals and processes
- Provide clear priorities
- Metrics would give predictability
- Complete transparency
- Accountability
- Show if process change improved result/outcome
- Structured process
- Better visual
- Makes sense, simple
- Understanding what to focus on and what everyone’s role is
- Connect value element to the process
- Reduce reporting burden
- Focus on data: trends (not red/yellow/green outcomes); process measures
- Not overacting to one data point and less firefighting
Teams Exercise Example Responses for IEE Next Steps:
- Obtain executive buy-in
- Integrate into existing processes
- 30,000-foot-level metric selection versus functional
- Make our dashboards interactive – click to visualize our process improvement projects, relevant resources & data/project owner
- Change scorecard: Streamline metrics
- Focus on mission – value to customers
- Identify accountability
- Create value chain
- Go back to metrics for front line
- Take existing service line to build value chain
- Have project plan and metrics paired together
- Add IEE to existing project, include approach
What can IEE Do for you?
Organizations need to solve a puzzle through their business management system training:
IEE provides the means to address this puzzle-solution challenge:
IEE provides a Business Management System framework for addressing business challenges collectively, which is not unlike a golfer navigating a golf ball in a fairway:
Available Resources for an IEE Consideration and/or Implementation
IEE implementation system details are provided in a 5-book series:
Software for implementing the IEE business management system with its value chain and automated updated predictive metrics is available through the Enterprise Performance Reporting System (EPRS) software:
Contact Us to set up a time to discuss with Forrest Breyfogle how your organization might gain much from an Integrated Enterprise Excellence (IEE) Business Process Management System and its business management system training.