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Four Principles for Jump-starting Performance Improvement - Introduction
May 4, 2008 | Author: PM Hut | Filed under: Project Management Best Practices, Quality Management
Four Principles for Jump-starting Performance Improvement - Introduction (#1 in the series Four Principles for Jump-starting Performance Improvement)
By Forrest W. Breyfogle, III
Businesses large and small are using Lean Six Sigma to improve their organizations’ performance. Too often, however, they are viewing the methodology through myopic lenses. Asked how they deploy Lean Six Sigma, they describe initiatives that reduce defects or listen better to the voice of the customer. Asked how the initiatives affect the corporate bottom line, though, too few can provide concrete data.
In contrast, other businesses are using Lean Six Sigma as the foundation of a sustainable business management system called Integrated Enterprise Excellence (IEE). In their organizations the methodology provides measurable bottom line results — often with dramatic numbers. That’s because it orchestrates deployment of activities that provide the highest yields at points where they will have the greatest impact on the bottom line and applies them at the most opportune times — throughout the entire organization. Simply put, the system helps the business do the Right things and do those things Right at the Right time. The organization is now using the Three R’s of Business.
Rather than seeking out flaws in a process, IEE determines whether the process itself is flawed. Rather then replicate projects, it designs and replicates systems. It moves every business unit to a new, more productive business way of life. It provides the company with a power-enhancing balanced scorecard that serves as an enterprise-wide roadmap for continually increasing corporate profitability.
Business that take the IEE approach to organizational management arm themselves with pinpointed metrics that measure as well as drive business processes. They replace fire fighting with fire prevention. They avoid the setup of projects that may be counterproductive. Their organizations are assured of predictable continuity regardless of changes in leadership. Managers solve difficult problems more quickly and more effectively. Any unit’s effort to use fun house mirror metrics that violate the spirit of Sarbanes-Oxley is stopped dead in its tracks.
Below are the titles of four principles (to be discussed in separate articles) that businesses can use to help set the stage for implementing IEE in their organizations:
- A Healthy View of Numbers
- Satellite vs. 30,000-foot Metrics
- Understanding Non-conformance
- Anticipating Resistance
Adapted from “The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement,” (copyright Bridgeway Books., 2008) by Forrest W. Breyfogle III, CEO of Smarter Solutions, Inc., www.smartersolutions.com
Forrest W. Breyfogle, III, is the founder and CEO of www.smartersolutions.com, an Austin, Texas-based company. He has authored and co-authored 11 books and published over 80 technical resources for well known, worldwide publications on Six Sigma, Lean Six Sigma and Lean methods. In 2004, he was the recipient of the American Society for Quality Crosby Medal for his book, “Implementing Six Sigma,” 2nd edition. Breyfogle is an ASQ Fellow and a member of the board of advisors for the University of Texas Center for Performing Excellence.
Smarter Solutions maintains an articles section, which can be found at http://www.smartersolutions.com/articles.php.
Related Articles
- Four Principles for Jump-starting Performance Improvement - Anticipating Resistance
- Four Principles for Jump-starting Performance Improvement - Understanding Non-conformance
- Four Principles for Jump-starting Performance Improvement - A Healthy View of Numbers
- Four Principles for Jump-starting Performance Improvement - Satellite vs. 30,000-foot Metrics
- Total Participation Starting From the Top
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