Going Beyond Lean Six Sigma and the Balanced Scorecard

John Daly has presented at Smarter Solutions’ Lean Six Sigma Master Black Belt training on Advocacy since our MBB training began at the turn of the century.  Those interested in a webinar on the topic should sign up for the May 16 John Daly webinar. Continue reading →

A process is said to be stable if it produces predictable and consistent output at all times. A process is said to be in-control if it does not have any unnecessary special causes in it.

The question is that effects of special causes wreak havoc with the predictability of the process and they also result in the process going out of control. In such a scenario, is a stable process always in control? Alternatively, is an unstable process always out of control? Continue reading →

Goal/QPC this week published a paper I wrote, Integrated Enteprise Excellence Whitepaper  .  The Integrated Enterprise Excellence (IEE) is in a position to become the next thing for business following Six Sigma, Lean, Lean Six Sigma the Balanced Scorecard, Hoshin planning, Total Quality Management (TQM), re-engineering, etc. Continue reading →

Transformation is a word regularly used to describe the extent of change needed – we make large investments in what we call transformation; but, we often struggle with what we call “big T” or “little t” transformation, and how fast we are going to try to transform the company. So, what is the difference between “big T” and “little t” transformations?

Transformation needs to focus on keeping the end in mind, as Stephen Covey says.  This would be the big T.  The little t would be the incremental movements toward the objective.  End state for businesses should focus on the interconnection of how businesses are run.  This is an integration of scorecards, analytically/innovatively determined strategies, and improvement efforts so that the big picture is positively impacted.

Integrated Enterprise Excellence (IEE) is such a system for having a big T objective of movement towards.  The IEE business management system (has predictive scorecards) consists of 9 steps as described in Figure 3.6 of the free e-book that is available from the homepage of Smarter Solutions, Inc. http://www.smartersolutions.com.

The IEE system is described in all levels of detail in a five-book series, were volume III of the Integrated Enterprise Excellence series provides an enhanced Lean Six Sigma PROJECT-DMAIC roadmap (+1200 pages long).  Volume II provides the detail of an ENTERPRISE-DMAIC roadmap. The books are available through Amazon.com.

There is also software available for providing clickable IEE-value chain predictive scorecards, where if one does not like the response, the metric improvement need pulls for a process improvement project that is to improve that metric.

All this would be part of movement toward a Big T end state.

QUESTION: How to define, measure, evaluate and improve value creation and how to connect that to balanced scorecard? I’m not referring to financial view, I’m referring to everyday activities, where sales is at the end.

RESPONSE: The Integrated Enterprise Excellence (IEE) system provides such a connection through its IEE value chain, as illustrated in Figure 7.3 of the free e-book that can be downloaded from the homepage of Smarter Solutions .  The overall IEE roadmap is shown in Figure 3.6 of the same book, where the value chain creation is in step 2 of the 9-step system. Note how everyday activities are linked in Figures 7.4 – 7.7 to balanced (predictive) metrics.

The Integrated Enterprise Excellence (IEE) system is described in various levels of details in a 5 book series on the topic that is available through Amazon; i.e., by searching Integrated Enterprise Excellence.