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.
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 »
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 »
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.
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.
Enhanced Lean Process Management System in an Overall Business Management Framework Read More »
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.
Enhanced Management Control System Read More »
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.
