The next generation business management system, Integrated Enterprise Excellence (IEE), integrates predictive scorecards with their processes. IEE provides an enhanced business management system that integrates analytically determined strategies with innovation so that improvement efforts give focus to enhancements so that the enterprise as a whole benefits.
Traditional performance scorecards such as a table of numbers, bar charts, or red-yellow-green scorecards can lead to unhealthy behaviors and/or wasteful firefighting activities. The 9-step IEE system avoids these issues and provides predictive scorecards that can lead to insight to where improvement efforts should give focus so that the enterprise as a whole benefits from process enhancement efforts.
Enterprise Performance Reporting System software (EPRS software) is available which provides automatic reporting of predictive process performance metrics that are linked with their processes.
The 30,000-foot-level predictive performance metric reporting system of IEE can also be used as a methodology to maintain the gain after a process has been enhanced.
An enhanced business management system to improve bottom line is provided through the Integrated Enterprise Excellence (IEE) Business Management System.
Enhanced Business Management System to Improve the Bottom Line Read More »
Have you ever looked at how quality, health, safety and environmental (QHSE) objectives can improve business functions and financials? This article by Forrest dives into the example of Green Initiatives to show the validity and importance of QHSE improvements for organizations including practical applications.
Total Quality Management Systems Approach Read More »
Creation of long-lasting business metrics will first be described and then the 30,000-foot-level scorecard tracking of these measurements will be discussed. It will be shown how, when a process is concluded to have a recent region of stability, a prediction statement can be made.
Porter Value Chain Model With IEE Predictive Scorecards Read More »
Lean has a very good tool set; however, it is not a business management system. To better address the challenges of the day, organizations need an effective business management system that integrates Lean tools with predictive scorecards and analytical/innovative strategies so that undertaken process improvement efforts have whole-enterprise benefits.
Lean Organization Management Techniques Read More »
Executive leadership benefits when it has a business management system that orchestrates predictive scorecards, analytically/innovatively determine strategies, and identification/execution of process improvement projects that benefit the enterprise as a whole. Current business practices have shortcomings relative to the integration of these methodologies. This article elaborate on various enhancement opportunities.
Enhanced Business Management System Template Read More »
Big data in information technology is a collection of very large, complicated data sets. With these datasets, it becomes difficult to process using traditional data processing applications.
Enhanced Big Data Framework: Integrated Enterprise Excellence Read More »
Linkage of processes with the predictive performance measurements for these processes is accomplished through an Integrated Enterprise Excellence (IEE)1 value chain. With this system, when a performance metric or key performance indicator (KPI) is not achieving its desired objective, the processes associated with that metric in the value chain need improvement.
Enhancement of Porter Value Chain Framework and its Predictive Scorecards Read More »
Value chain vs. value stream: In Integrated Enterprise Excellence (IEE), an IEE value chain describes what an organization does and how it measures what is done from a high-level process-output response (i.e., 30,000-foot-level) point of view; a value stream map (VSM) describes work flow for functions in the IEE value chain.
Value Chain vs. Value Stream Read More »
Have you ever seen a person or an organization doing whatever it takes to achieve their measurement goals, even if their success would be detrimental to another department or the business as a whole? Most of us have observed or experienced this form of behavior. This conduct is an unintended consequence of the traditional methods for creating performance metrics in an organization. This article discusses how IEE’s non-silo metrics and improvement efforts provide a guiding light for organizations to bridge functional boundaries and move toward achievement of the three R’s of business.
Breaking Down Silos at Work and Make Collaboration Happen Read More »
Hoshin kanri, also called hoshin planning or policy deployment, is a technique that can establish a structure for implementing executive-defined strategies. However, the wording of strategic statements can lead to executions that are very team dependent. In addition, these statements can also lead to activities that are not healthy for the organization as a whole. In this article, Forrest Breyfogle will show how creating and executing strategic planning statements also can contribute to a company’s decline.
Enhanced Hoshin Strategic Planning Process Read More »
