Item description for The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement by III Forrest W. Breyfogle...
Organizations can waste much resource with: Strategy creation and execution: Organizations can spend much time with strategy creation, where often it is difficult interpret what should be done to address passed-down strategies. Also, the strategy creation process often does not systematically blend analytics with innovation to determine the best place to target strategy-improvement efforts. Scorecards: Red-yellow-green scorecards may seem to be a good management practice; however, these scorecards can lead to much firefighting. Also, traditional forced scorecard balanced using the balanced scorecard categories of financials, customer, internal business process, and learning & growth can lead to unfavorable behaviors. Scorecard balance is important (e.g., don't want to target on-time delivery while sacrificing quality); however, forced balance can be detrimental. Process improvement systems: Problem solving deployment systems such as Six Sigma, Lean Six Sigma, Lean Kaizen events, and Total Quality Management (TQM) typically have a push-for-project creation system (e.g., let's brainstorm for what projects to work on next). These systems often lead silo-improvements that can sound good but do not have much, if any, impact on the big picture. A business system is needed has 30,000-foot-level operational metrics improvement needs pulling for targeted-improvement-projects, which benefit the whole enterprise.
Integrated Enterprise Excellence (IEE) introduces a new organizational governance system that integrates analytics with innovation. The IEE system shows business leaders what to measure and report; when and how to report it; how to interpret and use the results to establish goals; how to orchestrate work activities; and how to develop strategies that is consistent with established goals. These strategies ultimately lead to specific projects that enhance organizational focus and success.
This book discusses how the application of IEE methods, tools, and techniques can overcome the enterprise management challenges of the twenty-first century and the limitations of traditional business measurement systems.
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Reviews - What do customers think about The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement?
Simply the best Aug 30, 2008
Forrest Breyfogle's "Implementing Six Sigma" is one of the best Six Sigma books ever written. The "IEE System" focus teaches one how to successfully apply Continuous Improvements techniques with solid Enterprise orientation. Six Sigma, Lean, Balanced score card or Toyota Production systems can provide one with improvement philosophies which are both methodical, and technical. Even if blindly pursued, these techniques will provide one with excitement, as well as many years of sustainability, but very often also ending with the questions of: "What we do now?" and "Why our efforts are not more delivering the same results?". Forrest's focus is not fashion-oriented, he knows how to implement the right techniques and ask the right questions. I sincerely congratulate Forrest for another classic installment in his lifetime's commitment of pursuing excellence.
Very insightful book. Gives lifetime lessons! Jul 12, 2008
This book, gave me the lesson of the year (so far). ... that we can turn firefighting to fire-prevention mode.
It explains how we can make the right desicions by making sense of the entire organisation. It tells how to distinguish Common cause from special cause events and its connection to firefights.
It would be good to speak whether IEE can be implemented with the EFQM model (the European equivalent to Malcolm Baldrige).
An Overview of Lean Six Sigma that Aligns Efforts with the Goals of the Business Jun 23, 2008
This book provides a good overview of how businesses can align employees' efforts and focus with the goals of the organization. Helps you to prioritize projects and improvement efforts. A good introduction that will compel you to purchase and read the other books in this series that go into great detail covering the "how to" make it happen...
A powerful statement of today's Business NEEDS! May 20, 2008
Forrest has written yet another thought provoking book. With his original book Implementing Six Sigma he set the stage at which the Six Sigma world would baseline "How it is done". Now he has set off with a series of new books which will open the door to looking at our businesses differently - in a new light.
With the book `Integrated Enterprise Excellence' Forrest uncovers some of weaknesses of corporations through identifying the impact of Short Term vs Long Term change. Attention is brought to day to day Firefighting situations, that too many of us know intimately at our jobs.
Ironically when I met with Forrest earlier this year, he spent time specifically speaking about the (Red Light / Green Light) syndrome. I had first seen this at Harley Davidson Motor Company, when Erik Buell rolled it out a new tool that all motorcycle platforms would use. There were rumblings within the launch teams about this new tool. It had stoplight colors, and our direction was to never have a red light. Little did I realize that the measurement system we were launching was establishing what we delivered to, as employees. That hopefully the metrics were well aligned with the 30,000 foot needs of the corporation and that which led to Long Term change.
The Integrated Enterprise Excellence (IEE) system that is taught in this book shows management techniques that followed can effectively charter good change for a corporation. That change which is measurable, predictable, and drives bottom line results.
There is a lot of information on the market today about 6 Sigma, and change movements. Take time to look at Forrest Breyfogle's work. I have personally spent time with him, and been through his MBB program. In contrast to the many people who do this type of stuff for pure financial benefit; I believe that Forrest's work is about setting the record straight - and letting the truth be told. The new series of books show a no nonsense approach to doing 6 Sigma in a less complex methodology, that delivers big results. With today's workplace putting more pressure on belts to produce with less time, these methodologies will lead to solutions better than ever before.
Pulling Metrics that Pull Together... May 17, 2008
How many times have you run into a situation where questions and answers seem separated by a barrier of unnecessarily complex metrics, reports, and measurement systems? Do objectives and reports seem out of alignment? Are the reports published on a schedule or at a level that doesn't support product and customer requirements?
This short read does an excellent job of showing leaders how to avoid these pitfalls and achieve success by integrating a governance model that connects metrics with strategy, tactics, and operations.