Leadership System 2.0: Implementing Integrated Enterprise Excellence

This book continues the novel format story initiated in Management 2.0: Discovery of Integrated Enterprise Excellence.  Both practitioners and managers can gain much from the concepts described in this book.

This book, written in an easy-to-access novel format, provides practitioners and managers with:

• A next-generation system for enhancing digital transformation efforts in an organization
• An enhanced and more beneficial approach for implementing Business Process Management (BPM)
• A business process improvement system that goes beyond Lean Six Sigma and the Balanced Scorecard

This book provides an easy-to-understand character dialog on how to implement Deming's management philosophy and deliver a system for managing the needs of ISO 9000, Baldrige award criteria, and Shingo Prize criteria all at one time through the Integrated Enterprise Excellence (IEE) business management system. Provided in this book are the implementation details for IEE.

The 9-step IEE system offers much flexibility, including an effective means to manage an organization remotely. While Jorge's wife's City Hospital recovery from an automobile accident, Jorge recollects the benefits that he achieved from his Harris Hospital's IEE business management system implementation.

During one of Jorge's recollections, Janice Davis, Harris Hospital's CEO, initially stated that her organization had issues with the achievement of all of Ron's listed Effective Management Attributes. Janice now says she is amazed at how IEE provides a system-thinking leadership approach for the realization of all these sound management qualities:

 

Effective Management Attributes

 Executive Performance Management Reviews

• Require minimal preparation resources
• Provide productive dialog that results in whole-enterprise benefits

Decision-making Process

• Incorporates a blend of analytics and innovative team-thinking
• Avoids gut-based

Strategies

• Are achieved in a timely fashion
• Don't fall off people's plates because of day-to-day crises

Scorecard Reporting

• It is consistent across the organization
• Has clear actions or non-actions to undertake from these reports
• Encourages fire prevention, and risk management

Organizational Improvement Efforts

• Give focus to analytically-determined, targeted business areas so that there will be big-picture benefits.

 

An additional recollection by Jorge: Janice also likes how the Enterprise Performance Reporting System (EPRS) IEE-system software provides, among other things, a vehicle for the automatic updating of IEE's predictive performance metrics, where this measurement reporting has a structured integration with the processes that created them. She also appreciates the IEE's enterprise improvement plan (EIP) approach for determining and then executing improvement efforts, which enhance operational performance metrics to benefit the organization's overall finances.

Several months after Sandra's release from the hospital, there is a Chamber of Commerce meeting where several business leaders present their experience with IEE in various industries. After the event, the chamber's CEO states that she is amazed to see how IEE applies to hospitals and non-profits, schools, a mining company, and government agencies. 

While working at IBM, Forrest Breyfogle III (there is a Forrest V) took a Design of Experiments (DOE) workshop in 1975 that changed his life. From this DOE training, Forrest became excited about the benefits of wisely applied statistical techniques. In the early 1980s, Forrest transitioned to being a full-time internal IBM statistical consultant, a position that he held for ten years until retiring from the company in 1992. Perhaps it was his formal engineering training that brought Forrest to the conclusion that he viewed things differently from traditional process improvement practitioners and management. Forrest believed he offered an enhanced approach for addressing many operational situations; hence, after retiring from IBM, he named the company that he founded in 1992 Smarter Solutions (www.smartersolutions.com). In the mid-1990s, Forrest, under contract for the company that had introduced Six Sigma in GE, conducted his first Black Belt process improvement training in Toronto and Northern Ireland. Forrest's book, Implementing Six Sigma: Smarter Solutions Using Statistical Methods, was later published in 1999 by Wiley and is arguably the first technical book on Six Sigma. The second edition of this book won ASQ's Crosby Medal in 2004. Smarter Solutions, Inc. helped many organizations and practitioners apply Lean Six Sigma concepts; however, Forrest observed problems with traditional Lean Six Sigma implementations and practices. Forrest also saw issues with how practitioners and management created and reported metrics and how they undertook process improvement efforts. Over the years, Forrest documented problems that he observed and what to do differently, using his developed 9-step Integrated Enterprise Excellence business management system. Forrest did not believe he was adequately conveying his message both about the problems that he had observed with traditional process improvement and business management practices and what to do differently. Forrest thought that there was a need for a better vehicle to share what he had seen over the years and what organizations and individuals could do to make things better. Because of this belief, Forrest wrote the book, Management 2.0: Discovery of Integrated Enterprise Excellence and its follow-up, Leadership System 2.0: Implementing Integrated Enterprise Excellence. In this two-book-novel series, the dialog among several book characters shares what Forrest has observed over the years about what to do differently to address these problems. Forrest decided to invest money to develop a standalone software app that these books would provide free so that individuals and organizations could benefit from the powerful 30,000-foot-level reporting techniques described in the books. He also invested monies to create the software to implement the entire IEE system behind an organization's firewall. With this implementation, organizations can have automatically updated 30,000-foot-level report-outs that often provide a prediction statement, where, if a prediction statement is not desirable, the underlying process needs enhancement. Since people do not often have the time to read books, Forrest also decided to offer the two books, Management 2.0 and Leadership System 2.0, as audiobooks in addition to a paperback and e-book format. Forrest has a MS degree in engineering from the University of Texas. He is an ASQ Fellow and CEO of Smarter Solutions (www.smartersolutions.com). He has authored over a dozen books. Forrest was named Quality Professional of the Year for 2011 by Quality Magazine and in 2012 was awarded alumni of the year by Missouri University of Science and Technology. He received the 2013 Lean & Six Sigma World Conference Leadership Award.