Smarter Solutions, Inc. provides in these articles (white paper) how-to details that can have significant benefit to both organizational leadership and practitioners. Described (among other things) is the Integrated Enterprise Excellence (IEE) business management and improvement system which goes beyond Lean Six Sigma and the Balanced Scorecard. IEE provides a means to integrated predictive scorecards with the processes that created them. From IEE, organizations can determine where to focus improvement efforts so that the business as a whole benefits.
The following videos describe the need for an enhanced business management system and the benefits of IEE for addressing this need.
Enhanced Business Management System: Descriptive Videos 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 »
This article will build on the Shewhart1 and Deming2 special-cause and common-cause variability concepts as it relates to attribute count data that occur in subgroups.
SPC C-Chart Issues And Resolution 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 »
In Lean Six Sigma, the Define-Measure-Analyze-Improve-Control (DMAIC) roadmap is to be followed for the execution of process improvement projects; however there can be very great differences in how this roadmap is executed.
Lean Six Sigma DMAIC Process Improvement Roadmap Read More »
When non-normally distributed data are tracked over time at the 30,000-foot-level, process stability is to be assessed and a predictive statement provided, when appropriate. However, to make these assessments, a transformation that makes physical sense for this assessment may be needed. This article describes the use of an appropriate transformation from a physical point of view when deciding which actions or non-actions are most appropriate.
Process Behavior Charts for Non-normal Data: A 30,000-foot-level Perspective Read More »
P-charts are used in quality control to identify when special-cause or out-of-control conditions occur in timeseries data so that timely corrective actions can be taken to resolve problems. Sometimes data from a p-chart are used also to provide a process capability statement or non-conformance statement.
How to Resolve SPC p chart Calculation Issues Read More »
How to report infrequent failures so the best behaviors occurs should be important to a business. A 30,000-foot-level charting approach for infrequent failures can provide many organizational benefits, as described in the PDF linked-to article below.
30,000-foot-level Charting: Infrequent Failures Read More »
This article describes a methodology for tracking a single-process output response over time to determine process stability and then, if the process is stable, provide a prediction statement.
Enhanced Individuals Control Chart with Process Capability Statement Read More »
30,000-foot-level charting consists of two steps. The first step is to determine if the process has a recent region of stability, where this stability region could be six days, six weeks, six months, or six years. If the process does have a recent region of stability, the second step is to describe how the process is performing.
Process Improvement Demonstration: Staged 30,000-Foot-Level Individuals Chart Read More »
