Integrated Enterprise Excellence, Vol. III Improvement Project Execution: A Management and Black Belt Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard
Integrated Enterprise Excellence, Vol. III Improvement Project Execution: A Management and Black Belt Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard
A Lean Six Sigma deployment Master Black Belt, Black Belt, or Green Belt can benefit immensely from a step-by-step Define-Measure-Analyze-Improve-Control (P-DMAIC) project-execution-roadmap, where Lean and Six Sigma tools are truly integrated for effective problem solving. The P-DMAIC roadmap needs to truly integrate both statistical and non-statistical tools, going beyond traditional Lean Six Sigma techniques. In addition, the P-DMAIC project management roadmap needs to have a 30,000-foot-level process control system that assesses process stability/predictability so that special-cause variability is truly separated from common-cause variability. For predictable processes, a system process capability statement is needed that is expressed in easy-to-understand terms; e.g., the process has been predictable for the last 38 weeks and unless something changes we expect to have a future non-conformance rate of approximately 2.3%. The 30,000-foot-level project/operation metric improv
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Root Cause Analysis: The Core of Problem Solving and Corrective Action
- ISBN13: 9780873897648
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We live in a complex world. People and organizations often don t believe they have the time to perform the in-depth analyses required to solve problems. Instead, they take remedial actions to make the problem less visible and implement a patchwork of ad hoc solutions they hope will prevent recurrence. Then when the problem returns, they get frustrated and the cycle repeats. This book provides detailed steps for how to solve problems, focusing more heavily on the analytical process involved in finding the actual causes of problems. It does so using a large number of figures, diagrams, and tools useful for helping make our thinking visible. The primary focus is on solving repetitive problems, rather than performing investigations for major incidents/accidents. Most of the terminology used is everyday language and can therefore also be used for applications in their personal lives. Many of the examples will involve situations with which the reader will likely be familiar. The focus of
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Very effective technique.,
Since studying under Duke and using the techniques he teaches in the book, I’ve stopped using traditional quality tools for RCA. The most practical and logical methods I’ve ever used for RCA are layed out here and I highly recommend it to those who have felt, as I did, that there should be a better way (something is missing) using traditional methods. Duke includes traditional methods as part of his technique, but it’s really not necessary. His method gets it done.
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|Practical, concise, and informative,
Concise, practical information written in an easy-to-read, common-sense format. The author’s goal of informing the reader on the “logic of finding causes” is well met, along with the bonus of the logic of finding solutions, using the author’s “DO IT” model. Well done.
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|Knowledge leader,
If anyone wants to understand how process management works on an enterprise level, this is the book to get. If anyone wants to know the future look of Six Sigma, this is the book to get. If anyone want to understand Lean principles and how they should work, this is the book to get. Forrest Breyfogle has been one of the most proflilic writers in the world of Six Sigma and process improvement. Even people who are afraid of math and statistics will understand the value of the tools and techniques that he writes about. His crisp style and many examples help the reader to understand the fundamentals and the outcomes of using these approaches to business excellence.
Every Six Sigma practitioner should have this book.
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|IIE Volume III – A Must Read for Students, Engineers, Consultants, Project Mgrs,
Integrated Enterprise Excellence Volume III fuses enterprise strategy with operational execution. In the most comprehensive step-by-step Lean Six Sigma manual on the market today, this 1,100+ page guide is the perfect companion aid for any engineer, technology or business student, consultant, project manager or Lean Six Sigma practitioner who is serious about their career advancement and driving enterprise excellence in their company.
From business strategy and balanced scorecards to project management steps and detailed design of experiments, this is one of the most important handbooks on business performance improvement.
– Frank Shines, former IBM Principal and Director of Industriaplex
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|How to devise or re-invent an effective business management system,
Actually, this is the fourth 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. Apparently writing primarily for the individual who aspires to develop superior skills and competence in process improvement project management, Breyfogle organizes his material with meticulous care within seven Parts: Integrated Enterprise Management System and E-DMAIC (i.e. Enterprise Process Define-Measure-Analyze-Improve-Control), Improvement Project Roadmap: Define Phase, Improvement Project Roadmap: Measure Phase, Improvement Project Roadmap: Analyze Phase, Improvement Project Roadmap: Improve Phase, Improvement Project Roadmap: Control Phase, and Appendix in which seven are provided (Infrastructure, Six Sigma Metrics Article, Creating Effective Presentations, P-DMAIC Execution Roadmap and Selected Drill Downs, P-DMAIC Execution Toll Gate Check Sheets, Implementation of Six Sigma (Breyfogle 2003) Supplemental Material, and Reference Tables) followed by a Glossary and References.
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…
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