ARTICLES (MAGAZINE)

These business management and quality/lean improvement articles (magazine) were written by Forrest Breyfogle and/or an associate/affiliation of Smarter Solutions, Inc.  The provided papers have been published in magazines such as American Management Association MWorld, Quality Progress, Quality Magazine, Six Sigma Forum Magazine, Supply & Demand Chain Executive, Quality Management Forum, ASQ Statistics Division Newsletter, and ASQ Lean Division Newsletter. Topics include: Integrated Enterprise Excellence (IEE), 30,000-foot-level predictive metrics, lean Six Sigma, Business Process Management (BPM), Business Management System, Statistical Process Control (SPC) charting issues and resolution, enhanced business scorecards, and creating process improvement efforts so that the big picture benefits.

How to Report Performance Measures with Analyses, a Diabetes Illustration

Performance Measurements, Process Metrics /

ASQ Quality Progress January 2017 published article titled “Monitor and Manage: Diabetes measurement tracking at the 30,000-foot-level.” Described is an Integrated Enterprise Excellence (IEE) approach for diabetes measurement tracking and understanding improvement opportunities. Techniques apply to business key performance indicators (KPIs) as well; e.g., in an operational excellence business management system.

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Book Review of Lean Six Sigma Body of Knowledge Textbook

Books, Lean Six Sigma /

Editor of the Quality Management Forum, Robert Spencer, presents a detailed review of Integrated Enterprise Excellence Volume III: Improvement Project Execution by Forrest Breyfogle. “Lean Six Sigma practitioners will find this volume indispensable as a reference for enterprise-DMAIC and process-DMAIC roadmaps. Managers will appreciate the visual management perspective in presenting analysis results,” testifies Spencer in this book review. Download to read more.

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Lean Six Sigma Solutions Book Review

Books, Lean Six Sigma /

In this lean Six Sigma solutions book review it is stated: ″Forrest Breyfogle’s Solutions Manual is a study guide that demonstrates application of statistical analysis skills using realistic business problems, related business performance data sets, and detailed project execution roadmaps.” In addition, Spencer states in this published review: “Also included is the rationale for considering

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Business Process Management Organizational Structure Example

Business Management System, Business Process Management /

An enhanced business process management organizational structure example is described in the linked-to article below, which was written by Forrest Breyfogle.  This writing uses a departmental  key performance indicator (KPI) metric-reporting situation to describe how to create beneficial predictive performance measurements in a function within an organization. This Metrology department KPI reporting for calibration illustration shows how

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Benefiting from Lean Six Sigma and Business Process Management (BPM) Together

Lean Six Sigma, Process Improvement Deployment /

Many organizations have deployed both business process management(BPM) and lean six sigma. There is some natural overlap, as well as some fundamental differences between the two, but organizations can benefit from a structured integration of these two techniques in their business…Take a look at this 3 page magazine article to understand the purpose of each system and see an orchestrated method to integrate the two.

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How to Create Performance Measurements and Metrics that are Predictive

30000-foot-level Predictive Metrics, Performance Measurements /

Once a process is determined to be predictable, the next obvious question is: What is predicted for the metric? To address this in terms of percentage nonconformance, process capability and performance index (Cp, Cpk, Pp and Ppk), or sigma quality level, a specification is needed. But many metrics don’t have one. To get around this shortcoming, organizations sometimes create targets and analyze them as if they were specifications. But this practice can yield deceptive results because targets are often subjective, and then you may be playing games with these objectives. This article describes a method for reporting and improving process capability and performance when there is no specification.

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Next Generation Lean Process Improvement Methodology

Business Management System, Business Process Improvements /

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. The Integrated Enterprise Excellence1 (IEE) business management system, which is illustrated in Figure 1, accomplishes this organizational objective. In Lean Six Sigma, improvement projects are to follow a define-measure-analyze-improve-control (DMAIC) roadmap. Within the IEE system, there are two DMAIC roadmaps: Project DMAIC (P-DMAIC) and Enterprise process DMAIC (E-DMAIC). This article discusses how these roadmaps are used to integrate Lean tools into the business management system.

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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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Next Generation Improving Key Performance Indicators Reporting Method

Key Performance Indicators, Performance Measurements /

Organizations need to minimize the risk of quality, delivery, and design problems with their offerings. Entities need to be measurable, auditable, sustainable, and consistent; however, if care is not exercised, executives, operations personnel, and quality departments can be making inappropriate decisions that lead to problems and/or excessive costs. Metrics and their wise application can help mitigate these risks. Risks are mitigated through two primary methods; eliminate the risk through structural or procedural changes, or create a reporting structure that is able to identify performance changes before there is a risk of impacting a customer or client. This article is about the tools and methods to introduce a reporting structure that allows a business to identify and mitigate risk before it impacts the bottom line.

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