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Businesses can benefit from Six Sigma, Lean Six Sigma, Lean Kaizen events, ISO, Malcolm Baldrige Award, Shingo Prize, etc. However, these problem-solving or assessment methodologies do not provide a business framework so that organizations can move toward achieving the three Rs of business; i.e., everybody doing the Right things and doing them Right at the Right time.
The problem-solving-methodologies of Six Sigma, Lean Six Sigma, and Lean Kaizen events can provide organizational-silo-benefits; however, organizations can be claiming that they saved 100 million dollars but nobody can find the money. Black Belts in Lean Six Sigma and Six Sigma deployments are to execute important business projects; however, often these projects are silo-based and do not benefit the business as a whole. ISO, Malcolm Baldrige Award, and Shingo Prize each provide techniques to view the organization as a whole; however, these methodologies do not prescriptively provide a framework for businesses to have long-lasting gains from the principles described in the application criteria.
Integrated Enterprise Excellence (IEE) is a business system that builds upon past-methodologies' strengths. IEE provides a long-lasting framework that can be used to incorporate the Malcolm Baldrige Award, Shingo Prize, and ISO criteria.
Written as a novel, Integrated Enterprise Excellence, Volume I The Basics, helps managers, leaders, practitioners, and others understand the basics of the Integrated Enterprise Excellence (IEE) system. It relates the story of four friends who share their experiences while playing golf. They see how they can improve their games in both business and golf using a system that goes beyond Lean Six Sigma and the Balanced Scorecard.
The IEE system is a set of management techniques that embeds best practices derived from the strengths of past systems - applying structured metrics and a no nonsense roadmap to initiate process improvement and achieve predictable and sustainable bottom-line benefits.
- Sales Rank: #1273334 in Books
- Brand: Brand: Bridgeway Books
- Published on: 2008-02-01
- Original language: English
- Number of items: 1
- Dimensions: .59" h x 6.34" w x 9.10" l, 1.10 pounds
- Binding: Hardcover
- 144 pages
Features
- Used Book in Good Condition
Review
An entertaining and effective story to help you comprehend and deploy IEE principles for the benefit of your strategic goals. --Andy Paquet, Retired MBB & Scientist, The Dow Chemical Company
Forrest's books are the industry standard for taking Six Sigma and Lean Six Sigma to the next level. --Bill Wiggenhorn, President, Motorola University (Retired)
Very well written, informative, clear and accessible. --Bob Ashenbrenner, Senior Computer Architect, Motion Computing
From the Author
The book, The Integrated Enterprise Excellence (IEE) System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement, introduced an organizational "Key to Winning in the 21st Century" strategy. IEE provides a roadmap for organizations to move toward achieving the three Rs of Business; i.e., everyone doing the Right things and doing them Right at the Right time.
Volume 1 of a three-volume series compares in novel format an IEE deployment to the programs of Lean, Lean Six Sigma, Total Quality Management (TQM), and the Balanced Scorecard. This comparison shows the benefits of the IEE over these traditional problem-solving-business and scorecard programs.
Described is an IEE Enterprise process Define-Measure-Analyze-Improve-Control (E-DMAIC) system, which helps avoid organizational sub-optimizations. The described IEE E-DMAIC system creates process improvement metrics needs that pull for the creation of process improvement projects, which follow a (project) P-DMAIC roadmap.
Volume 2 then describes the step-by-step execution of the E-DMAIC roadmap, while Volume 3 describes execution of the P-DMAIC roadmap.
From the Inside Flap
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 volume presents an IEE onset story about four friends who share their experiences with improvement systems while playing golf. They learn how they can improve their games in both business and golf using IEE concepts, going beyond Lean Six Sigma and the Balanced Scorecard.
Most helpful customer reviews
2 of 2 people found the following review helpful.
Very good if you are a golfer, but tough if you are not. Buy it if you didn't undestand the black book (1st of the series)
By KAZANTZIS TRYFONAS
Due to the fact that I don't know how to play golf (nor its rules) it was difficult to follow that book. Fortunately much of it, is Golf free. I give 3/5 on this part.
If you read The IEE An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement (the black book) you could avoid this one since it repeats the same concepts in a different way.
There are however few application examples which give you an overview of what IEE & six sigma is all about. I give 5/5 on this part.
0 of 1 people found the following review helpful.
A clever use of the business narrative to provide valuable information and counsel
By Robert Morris
Actually, this is the second 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. What is identified as Volume I is the only one in which Breyfogle explains the basics of the Integrated Enterprise Excellence system (IEE) in the form of a 144-page novella. 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. Breyfogle organizes his material with meticulous care within twelve chapters that function on two separate but related levels of development: four college classmates who now occupy important executive positions play a round of golf and share their thoughts about the parallels between improving one's game and improving one's business. He also includes a Glossary and References.
This is probably (and deliberately) the most accessible and most entertaining of the four volumes in the IEE series, in large measure because of its format as a business narrative. It has a cast of characters, a plot, emerging conflicts, unexpected developments, apparent resolution of at least some conflicts, and then Breyfogle's version of what in a play would be described as "falling action," when some degree of closure is achieved in the last chapter, "The 19th Hole." There can never be finality to simplification and improvement initiatves because they comprise a continuous process. Therefore, the nature and extent of relevance of Breyfogle's insights and counsel will have sustainable value as new applications of them are revealed.
Well-done!
0 of 1 people found the following review helpful.
Makes Lean Six Sigma easy to understand, good story!
By Issa Bass
"The Basics" is a novel about a group of golf buddies who are going through problems within the companies that they are managing and how they shared experiences on how using Six Sigma Lean has helped them get out of trouble. While not going into too much statistical details, the book also gives clear definitions of the tools used at each phase of a Six Sigma lean project. The allegorical explanation of DOE for instance makes it very simple for anyone to not understand its meaning but also to be able to think about situations where it can be employed.
The approach used by Breyfogle in that book reminds me of Goldratt's way of teaching a complex subjects through a story. It is very practical and easy to understand.
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