This x bar and r chart example describes an effective way to create a high-level performance tracking system that includes a process capability report-out in one report-out. The described 30,000-foot-level reporting first assesses process stability from a high-level vantage point and then if the process is stable provides a capability statement, using terminology that everyone can easily understand. This 30,000-foot-level report-out methodology can also be used to enhance Key Performance Indicators (KPIs) reporting.
Additional insight for this x bar and r chart example is described in the published article (PDF available below) titled “Performance Metric Reporting at the 30,000-Foot-Level: Resolving Issues with x-bar and R Control Chart and Process Capability Indices Reporting.” This article was written by Forrest Breyfogle. Continue reading X Bar And R Chart Example
An effective lean Six Sigma 2.0 implementation plan aligns process improvement efforts to organizational key performance indicators (KPIs) improvement needs. With this alignment, process enhancement efforts can be made so that the enterprise as a whole benefits. The question then becomes: how can an organization structurally create this association?
The Integrated Enterprise Excellence (IEE) system addresses this need. With this methodology, organizational KPIs are reported from a process output point of view, where 30,000-foot-level predictive statements can be made, when appropriate. When process-output predictive statements are not desirable, these metric enhancement needs “pulls” for process improvement efforts.
More details about this lean six sigma 2.0 implementation plan methodology and its need is described in an IEE video and the the published article, (available below) “Beyond Lean Six Sigma: Why Lean and Six Sigma Deployments Fail and what you can do to resolve the issue,” written by Forrest Breyfogle.
Continue reading Lean Six Sigma 2.0 Implementation Plan
Organizations benefit when they execute an effectively lean six sigma implementation and organizational culture that is long-lasting. However, traditional deployments of lean Six Sigma often receive an early termination for various reason where these lean Six Sigma process improvement efforts never become a part of an organization’s DNA.
What often occurs in these lean Six Sigma deployments is that organizations report benefits from their efforts to improve processes; however, often leadership is not appreciative of these enhancement efforts. Executives might ask the question: where is the 100 million dollars that the Lean Six Sigma function reportedly saved? Because of this lack of leadership-perceived benefit, organizational improvement functions are often, in time, either downsized or eliminated. Continue reading Lean Six Sigma Implementation and Organizational Culture
A risk management process example for business is described in the published article titled ″High Vantage Point: Report-outs to reduce the Risk of Organizational Problems″ written by Forrest Breyfogle.
A PDF of this article below describes how an organization typically views its safety and other infrequent occurring events as lagging indicators. With this traditional risk management approach, each event is often discussed in isolation with the intent that changes be made to avoid re-occurrence. However, an effective time-series data analysis of the time-between safety violations (for example) often indicates that nothing has changed. Another alternative reporting methodology is needed that tracks these infrequent failure-events from a process output point of view. Continue reading Risk Management Process Example Business
How to report performance measures with analyses is an important consideration for organizations. Described is a generic approach on the use of a predictive performance reporting methodology with easy to conduct analyses. From this study, one can gain insight to what could be done to improve a measurement’s response.
The published article titled “Monitor and Manage: Diabetes measurement tracking at the 30,000-foot-level” by Forrest Breyfogle illustrates how to report performance measures with analyses using an Integrated Enterprise Excellence (IEE) approach that incorporates 30,000-foot-level predictive performance measures. A PDF copy of this article is available below. Continue reading How to Report Performance Measures with Analyses
A lean Six Sigma book review and beyond the balanced scorecard system is provided in a published article. This writing highlights the benefits of the concept described in two published books by Forrest Breyfogle:
The below PDF of this book-review article provides insight to an Operational Excellence Implementation and Process Improvement book series, where in this review two books are described. Continue reading Lean Six Sigma Book Review and Beyond the Balanced Scorecard System