Integrated Enterprise Excellence

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.

Breaking Down Silos at Work and Make Collaboration Happen

Business Process Management, Integrated Enterprise Excellence /

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.

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Enhanced Hoshin Strategic Planning Process

Business Management System, Integrated Enterprise Excellence /

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.

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Enhanced Lean Six Sigma DMAIC Process Roadmap for Conducting Business Improvement Efforts

Business Management System, Integrated Enterprise Excellence /

Lean Six Sigma is a well accepted business improvement methodology, but when you read about companies that have introduced Lean Six Sigma (LSS), the results are not always consistent. There are as many examples of success as there are of failure. Many studies on the impact of LSS show three key characteristics that are correlated with success: leadership support from the top levels of the company, high-potential employees provided LSS training, and the LSS methodology being used. From the outside, nearly all Lean Six Sigma programs and methods appear the same; they use DMAIC and they may provide a certification. All LSS methodologies are not the same, not by a long shot. The article discusses how the Smarter Solutions’ Lean Six Sigma roadmap and methodology provide students the highest probability of success in solving their project in a short period of time.

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Enhanced Lean Process Management System in an Overall Business Management Framework

Business Management System, Integrated Enterprise Excellence /

Lean has a very good tool set; however, it is not a business management system. Practitioners may work with process improvement tools in organizational silos that often have little, if any, positive impact on the big picture. The Integrated Enterprise Excellence system addresses this need for overall orchestration of business operations with process improvement efforts. This article discusses how lean tools are integrated within the IEE system.

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Enhanced Management Control System

Business Management System, Integrated Enterprise Excellence /

People need to maintain control of their behaviors otherwise they might harm someone or their self. For example, people need to refrain from hitting someone when they get very upset with them. Similarly, companies need to have a control mechanism so that healthy policies and procedures are followed. If organizations don’t do this, problems can occur. We have seen the negative impacts on a global scale when companies do not have enterprise-wide control mechanisms that lead and drive healthy behaviors. This article discusses how to avoid some of this similar failures and how to create an effective business control system.

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Risk Mitigation in an Enhanced Business Management System: How-to Description and Webinar

Business Management System, Integrated Enterprise Excellence /

A few Lean Six Sigma project-problem statements read: Avoid problem [blank] from ever happening again. We can apply the standard DMAIC process to this issue to provide improvement recommendations to the organization, but is this the most efficient path to take? The choice to execute a DMAIC project will take significant time and many of the steps are not very useful. In this webinar we will provide a sequence of Lean Six Sigma tool usage that will provide a very comprehensive and long standing risk mitigation effort that is more than just using an FMEA.

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Quality Assurance in an Enhanced Business Management System: Description and Webinar

Business Management System, Integrated Enterprise Excellence /

Many organizations align their Lean Six Sigma efforts with the quality department, but keep the efforts completely separate. There are a number of Lean Six Sigma tools that can be applied to the QA and QC efforts of an organization to drive significant improvements. This is not running a Lean Six Sigma project, but the use of certain tools to assess the performance of the inspections, the quality of the auditing, and more. We find that most organizations have a high level of faith in their QA and QC programs without understanding the power and effectiveness of these efforts. In this webinar we will show you a series of Lean Six Sigma measure, analyze, and control-phase tools that individually can assess the true QA and QC performance and lead to quick and inexpensive improvements.

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Project Management Methodology in an Enhanced Business Management System: Description and Webinar

Business Management System, Integrated Enterprise Excellence /

Described is the integration of the project management methodology in an overall enhanced Integrated Enterprise Excellence (IEE) Business Management System so that the enterprise as a whole benefits from the timely completion of implementation projects.

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Strategic Planning Process in an Enhanced Business Management System: Description and Webinar

Business Management System, Integrated Enterprise Excellence /

Does it appear that some strategic plans sound more like vision statements than actual strategies? It may be because many strategic plans are generated by committees using brainstorming and other opinion based tools. These are considered Lean Six Sigma DMAIC measure-phase tools. Have you considered using the define-phase concepts instead? In the webinar we will walk through the use of many DMAIC define-phase tools along with a few others that you can use to support a strategic planning session for your organization. You will be able to quickly see that these Lean Six Sigma tools could be used to eliminate the vision-type strategies from ever making it out of the session.

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Enhanced Lean Implementation Roadmap

Business Management System, Integrated Enterprise Excellence /

Lean, Lean Six Sigma, total quality management (TQM), and other techniques have helped companies improve processes through the execution of projects. However, much of these efforts have resulted in siloed process improvements that don’t benefit the enterprise as a whole. Lean Six Sigma and other process improvement programs have striven to improve their project selection process; however, often the gains from those projects have been minimal. It seems that what needs to be done to resolve this issue is for process improvement efforts to become more integrated within the overall business system (e.g., scorecard creation/management and strategy development/execution.) This article describes is a system for accomplishing this orchestration, where lean and Six Sigma tools enhance the overall business system so that the organization moves toward achieving the three Rs of business: everyone doing the right things, the right way, at the right time.

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