| | |  | Lean Six Sigma | Home » » » » Integrated Enterprise Excellence, Vol. II – Business Deployment: A Leaders' Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard | | | | | | | Description: | | For many organizations, scorecard & dashboard metrics, strategic planning, and/or business improvement systems are leading to activities that are not beneficial to the enterprise as the whole. Traditional organizational measurement and improvement systems, where emphasis is given to meeting goals at any cost, can lead to unintended consequences. In the extreme case, this was part of Enron's downfall. For long-lasting-over-time improved decision making to occur that is not so dependent upon the sophisticated insight of a few key individuals, an enterprise management system framework is needed that utilizes business intelligence and other information with a blending of analytics with innovation. From this wise blending, targeted strategies and efforts are created so that the business as a whole benefits. In businesses, SMART (Specific, Measurable, Actionable, Relevant, and Time-based) goals need to be determined through the integration of analytics with innovation at the enterprise level and cascaded downward throughout the organization. SMART goals need to be assigned to 30,000-foot-level operational metrics improvement needs so that there is personal accountability for achievement. This personal-accountable, 30,000-foot-level operational metric improvement need creates a pull-for-project creation, which is different from traditional Lean Six Sigma, Six Sigma, Lean Kaizen Event, and Total Quality Management (TQM) problem solving systems, where improvement projects are often pushed-for-creation by group brainstorming sessions. A push-for-improvement project creation system can result in organizations claiming that they have saved 100 million dollars through project-completions, but nobody can find the money; i.e., a silo reported savings does not necessarily translate to an enterprise benefit. Volume 2 of this three volume series provides a step-by-step leadership-orchestrated framework roadmap for the described business issues and needs. In IEE, for example, enterprise analytics is blended innovation in the Analyze step of a unique Enterprise process Define-Measure-Analyze-Improve-Control (E-DMAIC) roadmap - before strategy creation. | | | Product Details: | | | Author:
| Forrest W. Breyfogle III | | Hardcover:
| 524 pages | | Publisher:
| Bridgeway Books | | Publication Date:
| April 01, 2008 | | Language:
| English | | ISBN:
| 193445415X | | Product Length:
| 9.05 inches | | Product Width:
| 6.42 inches | | Product Height:
| 1.36 inches | | Product Weight:
| 1.94 pounds | | Package Length:
| 9.3 inches | | Package Width:
| 6.3 inches | | Package Height:
| 1.4 inches | | Package Weight:
| 1.95 pounds | | Average Customer Rating:
|  based on 13 reviews |
| | | | Customer Reviews: | |
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2 of 2 found the following review helpful:
A Must-Read for a Successful Deployment of Lean Six SigmaApr 23, 2008
By C. L. Holden
I am absolutely delighted with Forrest's latest book on Smarter Solution's IEE System. I used his previous books, Managing Six Sigma and Implementing Six Sigma, 2nd Edition, to kick-start the deployment of Lean Six Sigma within my organization. IEE Volume II improves on these books by explaining in great detail how to create a business improvement system to support Lean Six Sigma, including thoughts on what not to do. I highly recommend this book for all Master Black Belts and Lean Six Sigma Program Managers. It is both comprehensive and pragmatic.
1 of 1 found the following review helpful:
A Breakthrough MethodologyMay 23, 2008
By Gary Ekstrom
Forrest has continued to extend his process for getting companies on the right track. This latest series of books on the Enterprise takes his methodology to the next level and provides management with a much more proactive process for obtaining a competitive advantage. He clearly explains, and contrasts key approaches being used today and integrates them into a well defined system. It is clear from is identification and description of issues facing management, that he understands what is happening within companies today and continues to provide well thought out solutions. His continued emphasis on using data for reducing risk and making key decisions cannot be overstated. Management's assumptions and misconceptions about the company's real value chain often lead to conflicting strategies within the company. Getting agreement and buy-in on the value chain first and then setting strategy was a big breakthrough for me. Often this is done in reverse and it leads to dramatic strategy shifts every time there is a change in a key management position. Using the company value chain at the beginning of the process, identifying the key metrics and then setting strategy can significantly reduce poor decisions. For managers that have the desire to introduce discipline into their company, this set of books is a must.
1 of 1 found the following review helpful:
Beyond the BasicsMay 17, 2008
By John Watson
"MBB and Director, Six Sigma"
Now that you are hooked on 'The Basics' (Volume I), turn to this volume to integrate quality into every aspect of your organization. Breyfogle leads the way through the maze of tools and metrics to give us a common theme in the way we plan, execute, deliver, and measure our products and services. Well done, Forrest - and thank you!
1 of 1 found the following review helpful:
When you struggle with business excellence, leverage this experienceApr 29, 2008
By Janet Hammill
Forrest Breyfogle has a strong history of providing his readers with the fundamentals of Six Sigma and Lean in a practical way with strong technical knowledge. This new book takes his guidance one step further. As I strive to deliver business value to my stakeholders and customers, the tools and approach described in this book is what I have relied on time and time again. This is the first time I have seen this type of content compiled in a user-friendly compendium. I will keep this book on my desktop because I trust the advice and guidance.
How to "go beyond lean Six Sigma and the Balanced Scorecard"Apr 14, 2009
By Robert Morris
Actually, this is the third of a four-volume set of books written by Forrest Breyfogle III, with the first volume (The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement) providing an overview on the other three. Briefly, the IEE system is set of management techniques that when effectively implemented improve an organization's measurement and improvement system so that there is an increase in predictable and sustainable bottom-line benefits. The IEE system embeds a set of best practices derived from the strengths of past systems--applying structured metrics and a no nonsense roadmap to initiate process improvement and achieve substantial benefits. IEE takes Lean Six Sigma and the Balanced Scorecard to the next level in the pursuit of enterprise excellence.
In two earlier works that I read and then reviewed, Implementing Six Sigma, Second Edition: Smarter Solutions Using Statistical Methods (2003) and Managing Six Sigma: A Practical Guide to Understanding, Assessing, and Implementing the Strategy That Yields Bottom-Line Success (2000) co-authored with James Cupello and Becki Meadows, Breyfogle indicates that he is a pragmatic optimist in that he is determined to know what does and does not work (also why and why not) but he also believes that all human initiatives can be improved. He seems driven to share everything he has learned with as many people as possible. In my opinion, that is why his explanations are so specific and so thorough as well as anchored in real-world situations. This book offers an excellent case in point.
In it, Breyfogle explains what leaders must understand and then do to "go beyond lean Six Sigma and the Balanced Scorecard." He provides some background material, and then explains what the Six Sigma and Balanced Scorecard systems are (and aren't) before focusing, in Chapter 3, on essential resources that include scorecards, dashboards, performance metrics, and strategic plans. I was especially interested in sharing his thoughts, in Chapter 5, about what specifically will be required of those who lead the IEE business deployment initiatives. In Part II, Breyfogle examines the depth and scope of the E-DMAIC "roadway." That is, what's involved in defining, measuring, analyzing, improving, and controlling those initiatives. He thus identifies their "what" before suggesting "how." The material provided in this part is admittedly challenging. However, readers will welcome and appreciate the clarity of Breyfogle's thinkng and writing. He makes every effort to accommodate Albert Eibstein's request: "Make everything as simple as possible...but no simpler." The core concepts throughout this book are best revealed and explained within the narrative, in context and proper sequence. In Part III, Appendix, the reader is provided with an abundance of supplementary information and resources concerning infrastructure, Six Sigma metrics, various articles, Basic Lean and Six Sigma tools, and basic statistical considerations. In Part III, Appendix, the reader is provided with an abundance of supplementary information and resources concerning infrastructure, Six Sigma metrics, various articles, Basic Lean and Six Sigma tools, and basic statistical considerations.
Breyfogle serves several functions in this as well as in each of the other three volumes in the IEE series. First, as a geographer, he is intimately familiar with the territory that his reader is about to explore. Also, as a cultural anthropologist, he fully understands the nature and extent of probably barriers, challenges, and (yes) perils that await once the process (i.e. "discovery journey") has begun. Moreover, as a cartographer and navigator, he can assist with formulating or revising all manner of "roadmaps" that will enable his reader (i.e. the "traveler") to proceed safely in a timely manner. Finally, as an adviser, he is well-qualified to provide counsel when (inevitably) decisions about adjustments, modifications, and even "detours" must be made.
In an article published last week (April 10, 2009), Breyfogle asserts that, relative to our financial crisis, "there seems to be an elephant in the room that is being avoided. It seems like much discussion about the financial crisis is focusing on greed and use of process improvement activities such tools as Lean and Six Sigma. There is also blog discussion by the Harvard Business Review (HBR) about how the business schools teachings are part of the problem. The real question that should be addressed is what should be done differently?" He acknowledges that there are several "elephant in the room" business management governance policies that nobody seems to openly talk about. For example, red--yellow-green scorecards that permit, indeed enable playing games with the numbers. Also, addition table of numbers, stacked bar charts, and pie charts are not leading to actions that truly fix problems and make long-lasting improvements. "Our business management system is broken and needs re-invention - NOW! What is needed is a business management system that integrates healthy policy creation with scorecards, strategic planning, business improvement efforts and control. A business management governance system that addresses these needs is the 9-step business system of the Integrated Enterprise Excellence (IEE)."
Of course, everything any decision-makers need to know and understand about this system is provided in the four-volume series. Breyfogle also invites his reader to check out the resources available at http://www.smartersolutions.com/blog/forrestbreyfogle/?p=711. Obviously, it remains for others to decide to what extent the IEE system will guide and inform their own efforts to "go beyond lean Six Sigma and the Balanced Scorecard" but I do presume to suggest that it is worthy of their careful consideration.
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