The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement
by Breyfogle, Forrest W., IIIFormat: Paperback
Pub. Date: 2008-02-01
Publisher(s): Bridgeway Books
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Summary
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 are 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.
Author Biography
Forrest W. Breyfogle III is the founder and CEO of Smarter Solutions, Inc. In 2004, Mr. Breyfogle received the American Society for Quality Crosby Medal for his book, Implementing Six Sigma, 2nd edition. He is an ASQ Fellow and a member of the board of advisors for the University of Texas Center for Performing Excellence.
Table of Contents
| Foreword | p. xi |
| Preface | p. xv |
| Challenges Facing Leaders-An Integrated Enterprise Excellence Resolution | p. 1 |
| Business Systems Can Stimulate the Wrong Behavior | p. 5 |
| Performance Metrics and the Numbers Game | p. 6 |
| Characteristics of a Good Metric | p. 8 |
| Traditional Scorecards/Dashboards and Performance Metrics Reporting | p. 11 |
| Strategic Planning | p. 15 |
| Hoshin Kanri | p. 15 |
| The Balanced Scorecard | p. 22 |
| Red-Yellow-Green Scorecards | p. 29 |
| Stimulating the Right Behavior | p. 33 |
| Improving Management Governance and Innovation through IEE | p. 35 |
| Overview of IEE | p. 37 |
| IEE as a Business Strategy | p. 51 |
| Integration of Six Sigma with Lean | p. 54 |
| Day-to-Day Business Management Using IEE | p. 55 |
| IEE and Innovation | p. 57 |
| Applying IEE | p. 59 |
| Assessing Enterprise Goals and Strategic Alignment | p. 63 |
| Do You Have a Strategy? | p. 68 |
| Enterprise-Process Goal Setting | p. 70 |
| Strategic Analyses | p. 71 |
| Strategy Development | p. 72 |
| Firefighting Reduction through IEE | p. 75 |
| Metrics and the Problem of the Day | p. 75 |
| Example 5.1: Culture Firefighting or Fire Prevention? | p. 76 |
| Understanding Nonconformance | p. 83 |
| Creating an Enhanced Results-Achieving Culture through Wisely Selected Performance Metrics | p. 85 |
| Example 6.1: Red-Yellow-Green Graphical Reporting Alternative | p. 88 |
| Example 6.2: Tabular Red-Yellow-Green Metric Reporting Alternative | p. 90 |
| IEE Performance Scorecard/Dashboard Metrics That Lead to the Right Activities | p. 93 |
| Enterprise Orchestration through IEE Value Chain Scorecards and Process Standardization that has Integrated Documentation | p. 97 |
| Processes and Metrics | p. 97 |
| Flowcharting | p. 101 |
| Enterprise-Process Value Chain | p. 103 |
| Value Chain Drill-Downs | p. 107 |
| Enterprise Process Management (EPM) | p. 112 |
| Example 7.1: Satellite-Level Metrics | p. 114 |
| Example 7.2: 30,000-Foot-Level Metric with Specifications | p. 120 |
| Example 7.3: 30,000-Foot-Level Continuous Response Metric With No Specifications | p. 122 |
| Example 7.4: 30,000-Foot-Level Attribute Response Metric | p. 125 |
| Overcoming Business Constraints and Identifying Opportunities through Enterprise Analytics | p. 129 |
| Theory of Constraints (TOC) | p. 130 |
| Example 8.1 Theory of Constraints | p. 131 |
| Total Quality Management and TOC | p. 132 |
| Enterprise Data Analyses | p. 133 |
| Example 8.2: Sales Personnel Scorecard/Dashboard and Data Analyses | p. 137 |
| Example 8.3 Making the Numbers Assessment | p. 144 |
| Implementing the IEE System | p. 147 |
| Infrastructure | p. 148 |
| Comparison of IEE to Total Quality Management | p. 150 |
| Initiating Deployment | p. 151 |
| Stimulating Organizational Change | p. 154 |
| Appendix | p. 155 |
| List of Acronyms and Symbols | p. 161 |
| Glossary | p. 163 |
| References | p. 181 |
| Index | p. 185 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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