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| Non-normal Data Needs Alternate Control Chart Approach |
| Some practitioners mistakenly believe that it is not necessary to transform data before creating an individuals control chart when the underlying process distribution response is not normal. An individuals control chart, however, is not robust to non-normally distributed data. Therefore, it is important to use an alternate control charting approach. |
| Forrest W. Breyfogle, III
| Publication: iSixSigma.com
| Published: 2008-08-26
| Type: Article |
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| A 21st Century Framework for Malcolm Baldrige Award Achievement: Integrated Enterprise Excellence - Going Beyond Lean Six Sigma and the Balanced Scorecard (Part 1 of 2) |
| Management must ask the right questions. The right questions lead to the wise use of statistical and non-statistical techniques to obtain knowledge from facts and data. Management needs to operate using the bromide: In God we trust; all others bring data. The book, The Integrated Enterprise Excellence System, describes how to operate with a knowledge-centered activity focus, which can redirect businesses so that efforts are more productive.
Organizations can have success using the Malcolm Baldrige Award criteria, Lean Six Sigma, or some other methodology. However, these techniques do not provide a basic high-level business framework that provides whole, long-lasting benefits to the enterprise system.
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| Forrest W. Breyfogle, III
| Publication: Quality Texas Newsletter
| Published: 2008-08-01
| Type: Article |
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| An Interview with Forrest Breyfogle, author of Integrated Enterprise Excellence, Volume I - The Basics |
| View this podcast and explore how to achieve organizational performance improvements through the use of the Integrated Enterprise Excellence system. During our discussion, Forrest Breyfogle, author of Integrated Enterprise Excellence, Volume I - The Basics: Golfing Buddies Go Beyond Lean Six Sigma and the Balanced Scorecard and CEO of Smarter Solutions, a global management coaching and consulting firm specializing in the design and application of innovative enterprise-wide performance measures and business solutions. |
| Forrest W. Breyfogle, III
| Publication: StrategyDriven.com
| Published: 2008-07-28
| Type: Podcast |
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| The Balanced Scorecard and Beyond: Part 2 |
| The E-DMAIC system within an integrated enterprise excellence (IEE) process provides a scorecard approach that more structurally integrates and orchestrates a company’s whole system. Read more to learnd about the approach and it's five characteristics. |
| Forrest W. Breyfogle, III
| Publication: Quality Digest
| Published: 2008-07-03
| Type: Article |
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| The Balanced Scorecard and Beyond: Part 1 |
| Over the years, scorecards have progressed through many changes, good and bad. Although scorecards often evolve into a meet-the-numbers game, regardless of the consequences to an enterprise as a whole, restructuring can produce dramatic improvements for any organization. This results in counter-productive initiatives, 24/7 firefighting, the blame game, and proliferation of fanciful stories about why goals weren’t met. Scorecards that show raw numbers—with no trend lines and only how well the latest response is in tracking against a goal—often of questionable origin, can be very misleading. Most scorecards fail to distinguish between common cause and special cause variability. That doesn’t produce true remediation of systemic problems. |
| Forrest W. Breyfogle, III
| Publication: Quality Digest
| Published: 2008-06-04
| Type: Article |
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| Making Information Technology A Competitive Advantage |
| Regrettably, many organizational leaders view information technology (IT) as a burdensome expense rather than a resource that can provide a competitive advantage. Seeking a better way, businesses are looking into deploying IT to its maximum potential by making the system the catalyst for instituting new improvement initiatives. Some of the newer efforts to make organizational improvements are devoted to deploying the DMAIC process on an enterprise-wide basis. |
| Forrest W. Breyfogle, III
| Publication: Executive Decision
| Published: 2008-05-06
| Type: Article |
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| Four Principles for Jump-starting Performance Improvement - Introduction |
| 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. |
| Forrest W. Breyfogle, III
| Publication: PM Hut The Project Management Hut
| Published: 2008-05-04
| Type: Article |
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