These articles (Internet) papers, which were written by Forrest Breyfogle and/or a Smarter Solutions’ team member, were provided through outlets such as BPM Enterprise, Quality Magazine, Inside Six Sigma Newsletter, Quality Digest, PMHut, Isixsigma, IQPC PEX, BPTrends, and Supply & Demand Chain Executive. Topics addressed in these articles include business process management (BPM), lean Six Sigma deployment, Business Management System enhancements, lean Six Sigma process improvement tools, performance management process-output tracking, business management system, process improvement selection so the big picture benefits, and systems thinking.

Enhanced Predictive Analytics Tools for Scorecards and Business Improvement

Business organizations need a business management system that has predictive scorecards, which encourage behaviors that benefit the enterprise as a whole. Common place red-yellow-green goal-based scorecards can lead to silo improvement efforts that result in much firefighting. In addition, traditional metric reporting that consists of a table of numbers, pie charts, or stacked bar charts are not predictive and provide only a snapshot of the past with no assessment of what is expected in the future. Also, variance to metric goals can lead to playing games with the numbers, which can be destructive to the business as a whole. The balanced scorecard approach for choosing metrics after strategy selection can lead to subjective metrics and measurements that are not long-lasting and are a function of economic and leadership changes. Described is an overall corporate performance management (CPM) system where organizations can analyze their predictive value-chain metrics collectively with other considerations, such as the current business-economic environment and the Theory of Constraints (TOC), to develop strategies.

Enhanced Stoplight Report Template Software

Organizations often describe their business performance using a table of numbers, stack bar charts, and/or pie charts. Red-yellow-green scorecards may also be used for an assessment of how well a function is performing relative to established goals. Traditional performance scorecards present historical information for some timeframe with no predictive statement. Business decisions made through the use of these charts are not unlike driving a car by only looking at its rear view mirror. What organizations need is a predictive metric reporting system. This futuristic assessment can then be utilized so that if expected future performance is not desirable, adjustments can be made. This is not unlike making an automobile driving adjustment using a steering wheel or brake/gas pedal, where this mechanical intervention is analogous to incorporating process improvement activities. The described Statistical Business Performance Charting (SBPC) methodology can, for example, reduce firefighting when the performance measurement system replaces organizational red-yellow-green scorecards, which often have no structured plan for making goal-setting improvement objectives. This article describes how organizations can benefit from a SBPC scorecard or dashboard system, which can guide them to the most appropriate performance-measurement system actions or non-actions in both manufacturing and transactional processes.

Statistical Transformations for Normality: NOT Transforming The Data Can Be Fatal To Your Analysis

There is debate whether, in statistical process control (SPC), a data transformation should be considered when constructing an individuals chart. This article shows, using real data, why an appropriate data transformation is very important to determine the best action or non-action to take in both manufacturing and transactional processes at any point in time. Described in this article is also an enhancement to traditional process control charting methodology. The described statistical business performance charting (SBPC) system can, for example, reduce firefighting when the approach replaces organizational goal-setting red-yellow-green scorecards, which often have no structured plan for making improvements. In addition, the methodology provides predictive performance statements. Donald Wheeler and Forrest have a difference of opinion about the need to transform data when a transformation makes physical sense. The reason for writing this article is to provide information on the reasoning for Forrest’s position. Hopefully this supplemental explanation will provide readers with enough insight so that they can make the best logical decision relative to considering data transformations or not.

Log Transformation: Non-Normal Data, To Transform Or Not To Transform

This article was written as an alternative approach to analyzing non-normal data to that which was presented by Dr. Don Wheeler in a previous Quality Digest newsletter. This article illustrates, from a high level, or 30,000-foot-level, when and how to apply transformations and present results to others so that the data analysis leads to the most appropriate action or nonaction. Statistical software makes the application of transformations simple.

Establishing a Long Lasting Beneficial Malcolm Baldrige Framework

Are Measurements Leading to the Right Activity? One common type of scorecard uses red, yellow, and green to show whether immediate actions are needed relative to meeting established objectives: o Green: Meets all of the standards for success. o Yellow: Achieved some, but not all, of the criteria. o Red: Has any one of a number of serious flaws. Goals are important but arbitrary goal setting and management to obtain these goals can lead to the wrong behavior!

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