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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 improvement needs are to lead the practitioner through the DMAIC project execution roadmap to the most appropriate tools for timely-positive-project success. For example, a detailed P-DMAIC roadmap needs to guide both the novice and expert to appropriate Lean and other tools for lead time and WIP 30,000-foot-level metric improvement needs. Kaizen events and other Lean activities need to have improve-phase DMAIC roadmap whole-enterprise-beneficial prescription. A P-DMAIC roadmap needs to orchestrate Lean activities with statistical analytical and non-statistical tools such as design of experiments (DOE) and plan-do-check-act (PDCA) for process analysis and improvement; i.e., a quality control management and operational system for long-lasting organizational benefits.
This volume describes IEE benefits and its measurement techniques providing a detailed step-by-step Project Define-Measure-Analyze-Improve-Control (P-DMAIC) roadmap, which has a true integration of Six Sigma and Lean tools.
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 road-map to initiate process improvement and achieve predictable and sustainable bottom-line benefits.
- Sales Rank: #1047628 in eBooks
- Published on: 2015-08-10
- Released on: 2015-08-10
- Format: Kindle eBook
Review
IEE offers an overall management system that provides the framework where companies can implement and benefit from Dr. Deming's methodologies. --Bill Wiggenhorn, Retired President of Motorola University, currently Vice Chairman of GEM Global Edu-tech Management Group
Likely to become a `Standard Reference' for Lean Sigma thinking within many Fortune 500 organizations...The book is `state of the art' in concept and adds greatly to the literature in the Performance Excellence field. --Donald C. Fisher, Ph.D, MSQPC, Executive Director, The Quality Center
IEE represents the best of best practices in measurement and improvement. --Mike Jones, Past President, ASQ
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. The volume, Integrated Enterprise Excellence Volume 1, the Basics: Golfing Buddies Go Beyond Lean Six Sigma and the Balanced Scorecard, illustrates the benefits of IEE over several traditional problem-solving-business and scorecard programs. The volume, Integrated Enterprise Excellence Volume 2, Business Deployment: A Leaders' Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard, describes the step-by-step execution of the IEE Enterprise process Define-Measure-Analyze-Improve-Control (E-DMAIC) system.
This Volume 3 describes the execution of process improvement projects, which follow a (project) P-DMAIC roadmap. Book sequence topics detail in step-by-step P-DMAIC roadmap fashion a problem solving system that truly integrates Lean and Six Sigma tools. Lean Six Sigma Black Belt, Green Belt trainees, and others have much to gain from the thoroughly documented P-DMAIC process with key metric drill downs.
From the Inside Flap
Forrest W. Breyfogle III is the CEO of Smarter Solutions Inc., a company he founded after a twenty-four-year career with IBM. Over the years, he has developed the Integrated Enterprise Excellence (IEE) system, which takes Lean Six Sigma and the Balanced Scorecard to the next level. He and the Smarter Solutions team teach companies how to implement and benefit from the IEE system. He has conducted his training workshops for both individuals and organizations all over the world. In 2004 Mr. Breyfogle received the American Society for Quality Crosby Medal for his book, Implementing Six Sigma, 2nd edition. He has written eleven books and published over seventy technical articles on Six Sigma and Lean methods. He is a professional engineer, an ASQ Fellow, and a member of the board of advisors for the University of Texas Center for Performing Excellence.
Most helpful customer reviews
4 of 4 people found the following review helpful.
How to devise or re-invent an effective business management system
By Robert Morris
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 [...] Obviously, it remains for others to decide to what extent will guide and inform their own efforts to devise or reinvent their business management system but I do presume to suggest that it is worthy of their careful consideration.
0 of 0 people found the following review helpful.
Unclear and confusing
By Sam Malone
The author has great experience and knowledge but is unable to succinctly explain basic concepts. The underlying information is important but not particularly complex. Yet, it is difficult to read this text and have a functional knowledge of process improvement. I would not expect that any manager or executive would have the time to read through 1000+ pages of the acronyms and confusing diagrams.
3 of 3 people found the following review helpful.
Lean Six Sigma - Improvement Project Execution
By C. L. Holden
Breyfogle's Volume III of his Integrated Enterprise Excellence series is the best reference book for Lean Six Sigma project execution and the best text book for Black Belt and Green Belt workshops. As a Master Black Belt, I find it extremely valuable whether I am refreshing my memory on a particular tool to use on a process improvement project, or when mentoring Green Belts, or when preparing to teach a workshop.
Some of the key features of the book are:
* Organized according to Breyfogle's comprehensive project execution DMAIC roadmap
* Includes both transactional and manufacturing examples
* Includes comprehensive examples of both statistical and non-statistical tools
* Thoughtfully written as though the author was speaking directly to me - not as someone in academia, but as a practitioner of Lean Six Sigma
Volume III also includes a summary of the Business Deployment DMAIC-based methodology that is covered in detail in Volume II. This is very useful when teaching Black Belts and Green Belts that are involved in a major Lean Six Sigma deployment. For Executives, Managers and Master Black Belts that need to know more about the Business Deployment of Lean Six Sigma, Volume II becomes their reference.
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