Learn How to Achieve Enterprise Excellence at an Executive One-Day Seminar with Forrest Breyfogle
In July 2008, we were privileged to host Forrest Breyfogle, Founder and CEO of Smarter Solutions and author of The Integrated Enterprise Excellence System series on the StrategyDriven Podcast. During our interview, Forrest shared his insights on using the Integrated Enterprise Excellence System (IEE) to improve business performance beyond that achievable through use of Lean Six Sigma or The Balanced Scorecard alone. IEE combines the best practices of earlier tools and methods, like Lean Six Sigma, with innovative analytical techniques to drive financial and operational success at the enterprise level and achieve the three Rs of business, everyone doing the Right things the Right way at the Right time.
And now Forrest is offering a one-day executive seminar where participants will learn how to implement The Integrated Enterprise Excellence System to:
- increase productivity and eliminate daily firefighting and non-value add activities from business processes
- sustain a consistent, high-performance team environment and culture
- improve top- and bottom-line strategies and results in a fierce competitive and global market
- improve the measurement criteria and report out of high-level business metrics
- achieve and execute repeatable, strategic business plans
Seminar Details
This session is open to the public and complimentary for leading influencers and decision-makers. Please call (512) 918-0280 to determine if you qualify for this complimentary session.
Executive One-Day: Achieving Enterprise Excellence
Date:
March 19, 2009
Time:
8 am to 5 pm
Location:
Smarter Solutions, Inc.
11044 Research Blvd.
Suite B-400
Austin, Texas 78759
Contact:
(512) 918-0280
Pre-Registration:
http://www.smartersolutions.com/registrationform.htm
Additional Resource
Find out more about The Integrated Enterprise Excellence System by listening to StrategyDriven Podcast Special Edition 3 – An Interview with Forrest Breyfogle, author of Integrated Enterprise Excellence, Volume I – The Basics.
Additional Information
Forrest details how to implement The Integrated Enterprise Excellence System in his four book series which can be purchase by clicking on the following links:
- The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement
- Integrated Enterprise Excellence, Volume I – The Basics: Golfing Buddies Go Beyond Lean Six Sigma and the Balanced Scorecard
- Integrated Enterprise Excellence, Volume II – Business Deployment: A Leaders’ Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard
- Integrated Enterprise Excellence, Volume III – Improvement Project Execution: A Management and Black Belt Guide for Going Beyond Lean Six Sigma and the Balanced Scorecard
Complimenting the outstanding insights contained within The Integrated Enterprise Excellence System series and our special edition StrategyDriven Podcast are the organizational performance improvement materials and resources found on his website, Smarter Solutions (www.SmarterSolutions.com).
Forrest W. Breyfogle III, author of The Integrated Enterprise Excellence System series, is 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. For over 15 years, Forrest has advised company leaders and their teams on how to improve their organization’s performance through the use of his Integrated Enterprise Excellence System. In 2004, Forrest received the prestigious Crosby Medal from the American Society for Quality for his earlier book, Implementing Six Sigma. He serves on the Board of Advisors for the University of Texas Center for Performance Excellence. To read Forrest’s full biography, click here.
Strategic Planning Best Practice 14 – Never Be Satisfied
Profits are up, costs are down, the market is yours. Time to sit back and enjoy life, right? Wrong!
From Kmart to Walmart, Compaq to Dell, history is replete with examples of organizations that had once dominated a market segment only to become insignificant or non-existent. Today’s fast moving, highly competitive marketplace demands a relentless pursuit of organizational improvement. What is low cost and efficient today is likely to become expensive and unwieldy tomorrow given the rapid pace of technological advances, process innovation, and the entry of tenacious entrepreneurs into the marketplace from around the globe. For organization leaders, this means never being satisfied with the status quo and always seeking to identify ways to improve the organization’s performance.
How Hungry Should an Organization Be?
Executives and managers frequently ask: How high should we set our goals?[wcm_restrict plans=”40599, 25542, 25653″]
During development of a strategic plan, it is important to highlight the basis against which the organization’s performance will be judged. Using simple benchmarks from other organizations or general market performance trends is too simplistic to provide the needed performance target over time for an organization striving for continuous improvement. While we believe benchmarking is an important part of any evaluation program, strategic planners must recognize and compensated for its limitations. A benchmark represents the current performance of an organization. The emphasis being on ‘current‘. In all likelihood, the organization being benchmarked is itself seeking to improve the processes being observed. Therefore, simple emulation of a benchmark will typically leave an organization one step behind the competition. When benchmarking, it is important to project the benchmark’s results-based performance into the future in order to depict the performance level needed to meet or exceed that of the benchmarked organization once changes are implemented.
Strategic planners should develop performance forecasts for key competitors and benchmark partners against which to establish aggressive but reasonable goals for their organizations. To do this, they analyze top performer data over time to establish a rate of change in the performance of key value driver and results. Combining this trend data with contemporary best practice benchmark results and enhanced with the application of marketplace knowledge and experience (game changer factors), planners identify optimistic, most likely, and conservative performance trend references. (See Figure 1: Using Performance Trends to Identify Organizational Goals below) Then, using these trends as a reference, executives and managers set their organization’s time-based performance goals. These goals, in turn, reveal the magnitude of results-based improvement initiatives need to produce in order for the organization to be successful.
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StrategyDriven Podcast Episode 26 – Introduction to Strategic Planning
StrategyDriven Podcasts focus on the tools and techniques executives and managers can use to improve their organization’s alignment and accountability to ultimately achieve superior results. These podcasts elaborate on the best practice and warning flag posts on the StrategyDriven website.
Episode 26 – Introduction to Strategic Planning serves as a foundation for the upcoming series of podcasts focused on the best practices and warning flags associated with strategic planning. This discussion…
- defines what strategic planning is
- describes the component activities supporting this business planning process
- identifies the benefits of strategic planning and how it helps an organization become more strategy driven
Final Request…
The strength of our community grows with the additional insights brought by our expanding member base. Please consider rating us on iTunes by clicking here. Rating the StrategyDriven Podcast and providing your comments online improves our ranking and helps us attract new listeners which, in turn, helps us grow our community.
Thank you again for listening to the StrategyDriven Podcast!
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Tactical Execution Best Practice 2 – Illustrated Priority Systems
“If everything is important, then nothing is.”
Original Author Unknown
Leaders struggle with the prioritization decision of how to most optimally deploy their limited resources so to return the most organizational value. Professionals also face this choice with respect to allotting their own time and attention to the myriad of assignments before them.[wcm_restrict plans=”25541, 25542, 25653″] Often, a philosophically or monetarily based Priority 1, 2, 3 or A,B,C system is adopted to differentiate between important activities. Because all individuals perceive circumstances differently, this system frequently results in a task receiving different priority assignments by various contributors; potentially disrupting the flow of work or delaying performance of organizationally critical tasks. To better align their workforce’s efforts, executives and managers should create an illustrated priority system.
An illustrated priority system is one containing situational examples that are easily related to and broadly understood; they help individuals ‘see’ how organizational priorities apply to their work. Such a priority system may be foundationally based on philosophical goals or monetary cost/benefit thresholds and is then illustrated with situational examples that are recognizable by organization members in the performance of their daily activities. If organizationally applicable examples are difficult to identify, division/department managers should further illustrate the priority system with examples based on their business unit’s unique activities.[/wcm_restrict][wcm_nonmember plans=”25541, 25542, 25653″]
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Management Observation Program – Introduction
“You can expect only what you inspect.”
Military Axiom
Managers are responsible for establishing and reinforcing work priorities and standards of performance. Reinforcing expectations requires interaction with subordinates and is most effective when the manager personally observes, rather than reading or hearing about, performance behaviors and immediately provides feedback. Lasting individual and organization performance improvement occurs through ongoing reassessment supported by performance data collection, documentation, and analysis used to reinforce desired individual and group behaviors, modify counterproductive behaviors, and eliminate organizational barriers to performance excellence. A well designed and executed management observation program serves as an effective performance improvement and reinforcement tool to achieve these long-term performance changes.
The management observation program is an integral part of an organization’s evaluation and control program. By design, these observation programs compel direct management observation of and feedback on work performed while supporting the performance data collection and analysis needed to realize lasting, beneficial personnel and organizational performance change. They typically consist of predefined performance assessment scorecards, a data collection and analysis application, key performance indicators and reports, and a governing procedure. This procedure defines required observation topics, frequencies, and quality standards as well as documentation and feedback protocols and data analysis, trend reporting, and corrective action; all aligned to support achievement of organizational values and mission goals.
Focus of the Management Observation Program Category
Articles in this category will focus on the underlying principles, best practices, and warning flags associated with establishing and executing a management observation program aligned with organizational values and mission goals that effectively modifies personnel and organizational behaviors for the achievement of superior results. The following articles, podcasts, documents, and resources cover those topics critical to a robust management observation program.
Articles
Best Practices
- Best Practice – Immediate Feedback [StrategyDriven Premium Content]
- Best Practice – Program Alignment with Established Performance Standards [StrategyDriven Premium Content]
- Best Practice – Use of Standard Observation Forms [StrategyDriven Premium Content]
- Best Practice – Observation Quotas [StrategyDriven Premium Content]
- Best Practice – Observation Training, Grading, and Quality Assessments [StrategyDriven Premium Content]
- Best Practice – Observation Announcement Timing [StrategyDriven Premium Content]
- Best Practice – Documented and Signed Observations [StrategyDriven Premium Content]
- Best Practice – Cross Organizational Trending [StrategyDriven Premium Content]
- Best Practice – Feeding the Performance Management Program [StrategyDriven Premium Content]
- Best Practice – Foundational, Situational, Event-based, and Random Observations [StrategyDriven Premium Content]
Warning Flags
- Warning Flag – End of Period and Clustered Observations [StrategyDriven Premium Content]