Among other things, these five books on business management systems & leadership describe how to integrate predictive scorecards with their processes through the Integrated Enterprise Excellence (IEE) business management system IEE value chain. This five book set also describes how to analyze the enterprise as a whole so that effective strategic targets are create with metric improvement goals and process enhancements so that the business as a whole benefits..
This business management systems and leadership Integrated Enterprise Excellence Five Textbook Series provides the methodology and road maps for creating a long-lasting business management system that:
- Integrates predictive performance metrics with the processes that created them.
- Enhances the determination of improvement efforts that benefit the enterprise as a whole.
Business Management Systems & Leadership Books: Integrated Enterprise Excellence System
In this business management book series, an enhanced system is described which integrates scorecards with strategy creation and improvement projects. Reference is given to a complete five-book series on this Integrated Enterprise Excellence (IEE) system.
IEE is a business management measurement and improvement system that builds on and expands the capabilities of previous disciplines. IEE is a comprehensive system enabling proactive management of key business metrics and profitable financial results. The referenced five books on this IEE system provide the details of implementing and integrating predictive scorecards, analytically/innovatively determined strategies, improvement efforts that positively impact the enterprise as a whole.
IEE Series Books:
- The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement, Forrest W. Breyfogle III, Bridgeway Books, Austin, TX 2008.
- Integrated Enterprise Excellence Volume I – The Basics: Golfing Buddies Go Beyond Lean Six Sigma and the Balanced Scorecard, Forrest W. Breyfogle III, Bridgeway Books/Citus Publishing, Austin, TX, 2008.
- Integrated Enterprise Excellence Volume II – Business Deployment: A Leaders’ Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard, Forrest W. Breyfogle III, Bridgeway Books/Citius Publishing, Austin, TX 2008.
- Integrated Enterprise Excellence Volume III – Improvement Project Execution: A Management and Black Belt Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard, Forrest W. Breyfogle III, Bridgeway Books/Citius Publishing, Austin, TX, 2008.
- Lean Six Sigma Project Execution Guide: The Integrated Enterprise Excellence (IEE) Process Improvement Project Roadmap, Forrest W. Breyfogle III, Citius Publishing, Austin, TX, 2010.
Each volume in this series of business management book volumes adds to or refines the concepts described in the previous volumes. This is done to help readers of various levels understand and appreciate the benefits of IEE and its implementation.
In the three-volume portion of this series an orchestration system of activities is described, where the most beneficial points in the enterprise can be identified so that there will be a maximized bottom-line impact. An effective conducting of activities occurs at the best times throughout the whole organization.
Organizations can use this system framework to move toward achievement of the three Rs of business: everyone throughout the organization doing the Right things Right at the Right time. Instead of searching for service/product issues, the 9-step IEE system, as shown in the Figure, provides the framework for managing the business and determining where process improvement efforts should focus.
Rather than having a push project creation system in areas that could have questionable value, process improvements and design improvement focus is given to areas that have the highest overall business-systems impact.
IEE creates business evaluations which lead to greater, more efficient production.
An enterprise management system should strive for bottom-line results that have an impact on the enterprise as a whole. This effort should focus on maximizing, measuring, predicting, and sustaining these bottom-line results – as a whole business. The IEE system, which is described in this series of volumes, provides a structure and tools that can be used to accomplish objectives. The described IEE framework provides an enhanced measurement scorecard/dashboard performance system that ensures an enterprise-wide route to continually increase corporate profitability.
IEE in this series is described so that the reader understands how to take the concepts of Lean Six Sigma and the balanced scorecard to the next level. IEE helps organizations overcome historical-system difficulties. A value chain performance measurement IEE system gives organizations a metric system that is no-nonsense metric system, which leads to day-to-day value-added activity orchestration – with business-needs alignment. Improvement or design projects are created whenever business or operational metrics need betterment. This is in great contrast to a search-selection Lean Six Sigma projects selection process, where often there is not a true project alignment to business financial statements. A competitive advantage can be gained through this system when compared to other systems.
Volumes in this series address the following examples of needs through IEE:
- A structured system is desired by executives, which can help them meet financial goals.
- An enterprise management structure is being sought out by an organizational executive or a change-agent manager so that the organization can have better coordination, tracking, enhancement, control, and help with corporate predicted results.
- A more data-driven-decision-making culture is desired by leadership, which would lead to the right questions being asked before decisions are made.
- A strategy-development-system is desired by executives that would lead to more specific focused areas for process and business improvement needs.
- Waste-amount reduction in desired by company leadership so that there is less fighting daily problems that occur again and again.
- A measurement and improvement system is desired by management which is no nonsense.
- A streamlined system to Sarbanes-Oxley (SOX) is desired by management so that there is benefit from the system with less effort.
- An integration system for Lean and Six Sigma tools and concepts is desired by management, which has a right-tool application system.
- An improvement measurement and improvement system is desired by management.
- An easy-to-use roadmap is desired by the Lean Six Sigma community, which addresses in addition to project execution an enterprise execution system as well.
- A system is desired by organization leaders that can help them with the orchestration of people-activities, which leads to the 3Rs of business.
- A system is desired by Lean Six Sigma deployment leaders, which consistently leads to project selections that benefit the enterprise as a whole the most.
CEOs’ benefits from this series include:
- CEOs want to avoid a laissez-faire approach to governance.
- CEOs want to create an organizational efficiency and effectiveness system that outlives their tenure as company heads.
- CEOs desire to create more customers and cash.
For additional information about Integrated Enterprise Excellence (IEE) see: Business Management Implementation: IEE Articles, Videos, Books
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Additional Books about the IEE System and Lean Six Sigma Books
- Solutions Manual: Integrated Enterprise Excellence Volume III-Improvement Project Execution, Forrest W. Breyfogle III, Citius Publishing, Austin, TX, 2009.
- Lean Six Sigma in Sickness and in Health: An Integrated Enterprise Excellence Novel, Forrest Breyfogle and Arvind Salvekar, Smarter Solutions, Austin, TX, 2004.
- Implementing Six Sigma: Smarter Solutions® Using Statistical Methods, Forrest W. Breyfogle III, Wiley, New York, 2003