A business management system needs to move organizations toward achievement of the 3 Rs of business; i.e., everyone doing the Right things and doing them Right at the Right time. How-to details for achieving this objective are described in this agile management book. Because organizations know that business improvement is needed for survival, lean management or Six Sigma management may have been attempted without success. A business process management (BPM) system may also have been initiated but since process management efforts occurred in silos, no bottom-line benefits were observed. A further business modeling effectiveness evaluation might also conclude that current strategic planning items did not get completed timely, if at all, and current associated balanced scorecard efforts are cumbersome and not working. This book described Integrated Enterprise Excellence (IEE) business management system provides the details for executing a 9-step roadmap, which addresses all of the above Total Quality Management system (TQM), business dashboard, operational excellence implementation, and business statistics issues. The nine steps of the IEE business design methodology provides a structured systems thinking framework. In step two of the IEE system an IEE value chain is created, which describes what an organization does and how it measures what is done. Step two structurally integrates performance measurement with the processes that created them. In this step, key performance indicator (KPI) responses can generate a KPI report that provides a predictive analytic process output response, where if a futuristic statement is not desirable, process improvement efforts are needed. Step three of the IEE business modeling and business scorecard improvement system provides a business decision making methodology that integrates business analytics and data mining techniques to determine where to give focus for SMART goal setting (both financial and operational) that leads to process improvement efforts, which benefit the business as a whole. The enterprise analytics used in step three of the IEE governance system includes a structured approach for collective assessing Voice of the Customer (VOC), business competition, Theory of Constraints (TOC), business scorecard, business innovation, and current process performance, to create financial improvement objectives (step 4), targeted strategies (step 5), identification of performance metric improvement efforts (step 6), and execution of a lean kaizen event, PDCA or lean Six Sigma project for process improvement (step 7) so the business enterprise as a whole benefits. IEE provides a means for implementing the business management system needs for the Baldrige award, ISO 9000, Sarbanes Oxley, and Deming management. Instructors (University, in-house trainers and consultants) and organizations (in general) gain much when utilizing this MBA book and the described concepts in the training and execution of Lean Six Sigma, Operational Excellence, the Balanced Scorecard and other performance measurement and process improvement programs. IEE Volume I of the book series provides in a similar format to the Eli Goldratt book The Goal a story of how four golfing friends discover the benefits of the IEE leadership system methodology. IEE Volume III provides in its 1100+ pages a step-by-step template for executing lean Six Sigma process improvement projects where the most appropriate lean tools and Six Sigma tools are used at the correct times to improve organizational KPIs., ISBN13: 9781934454152 ISBN10: 193445415X Material Type: hardcoverA business management system needs to move organizations toward achievement of the 3 Rs of business; i.e., everyone doing the Right things and doing them Right at the Right time. How-to details for achieving this objective are described in this agile management book. Because organizations know that business improvement is needed for survival, lean management or Six Sigma management may have been attempted without success. A business process management (BPM) system may also have been initiated but since process management efforts occurred in silos, no bottom-line benefits were observed. A further business modeling effectiveness evaluation might also conclude that current strategic planning items did not get completed timely, if at all, and current associated balanced scorecard efforts are cumbersome and not working. This book described Integrated Enterprise Excellence (IEE) business management system provides the details for executing a 9-step roadmap, which addresses all of the above Total Quality Management system (TQM), business dashboard, operational excellence implementation, and business statistics issues. The nine steps of the IEE business design methodology provides a structured systems thinking framework. In step two of the IEE system an IEE value chain is created, which describes what an organization does and how it measures what is done. Step two structurally integrates performance measurement with the processes that created them. In this step, key performance indicator (KPI) responses can generate a KPI report that provides a predictive analytic process output response, where if a futuristic statement is not desirable, process improvement efforts are needed. Step three of the IEE business modeling and business scorecard improvement system provides a business decision making methodology that integrates business analytics and data mining techniques to determine where to give focus for SMART goal setting (both financial and operational) that leads to process improvement efforts, which benefit the business as a whole. The enterprise analytics used in step three of the IEE governance system includes a structured approach for collective assessing Voice of the Customer (VOC), business competition, Theory of Constraints (TOC), business scorecard, business innovation, and current process performance, to create financial improvement objectives (step 4), targeted strategies (step 5), identification of performance metric improvement efforts (step 6), and execution of a lean kaizen event, PDCA or lean Six Sigma project for process improvement (step 7) so the business enterprise as a whole benefits. IEE provides a means for implementing the business management system needs for the Baldrige award, ISO 9000, Sarbanes Oxley, and Deming management. Instructors (University, in-house trainers and consultants) and organizations (in general) gain much when utilizing this MBA book and the described concepts in the training and execution of Lean Six Sigma, Operational Excellence, the Balanced Scorecard and other performance measurement and process improvement programs. IEE Volume I of the book series provides in a similar format to the Eli Goldratt book The Goal a story of how four golfing friends discover the benefits of the IEE leadership system methodology. IEE Volume III provides in its 1100+ pages a step-by-step template for executing lean Six Sigma process improvement projects where the most appropriate lean tools and Six Sigma tools are used at the correct times to improve organizational KPIs., ISBN13: 9781934454152 ISBN10: 193445415X Material Type: hardcover , ISBN13: 9781934454152 ISBN10: 193445415X Material Type: hardcover

Forrest W. Breyfogle III