INCLUDES EXCERPT FROM THE NEW BOOK BY

AWARD WINNING AUTHORFORREST W. BREYFOGLE III

BUSINESS HAZARDS OF THE 21ST CENTURY

The increasing competitive pressures of a global economy are forcing executives to react faster to changing business conditions and customer requirements, under conditions of stringent cost containment.

Line managers and decision-makers need to have an efficient and effective system for day-to-day business operation with access to performance metrics that lead to the most appropriate and cost effective activities.

In short, what’s needed is an enterprise level performance measurement and improvement system to drive financial and operational success under the most challenging conditions.

Regulations

Compliance

GlobalCompetition

Commoditization

LiabilitySuits

The answer? Integrated Enterprise Excellence (IEE)

IEE: A NEW AND ENHANCED ENTERPRISE IMPROVEMENT SYSTEM TO MEET THE BUSINESS AND PROFESSIONAL DEMANDS OF THE TWENTY FIRST CENTURY

- Ford- Shewart- Toyota (TPS)- Feigenbaum- TQM- Deming- Juran

- Crosby- Smith- Motorola- QMS- Welch- Six Sigma- Kaizen Events

—Frank Shines, Lean Six Sigma Engagement Leader, Industriaplex

The evolution of ideas...

...the integration of best practices

• Integratesanalyticswithinnovation

• Providestheframeworkandintegrationofqualitymanagementtools,analytics, innovation, and improvement methodologies

- Theory of Constraints- Lean Six Sigma- Hoshin Kanri- The Balanced Scorecard- DMAIC- Design of Experiments- Taylor

“Forrest’s Integrated Enterprise Excellence (IEE) systemis not simply a methodology for doing Six Sigma projects.IEE offers an overall management system that provides theframework where companies can implement and benefit fromDr. Deming’s methodologies.”

—Bill Wiggenhorn, Retired President of Motorola University

a

F

“Other books are light years behind Forrest’s 4-book suite,which not only provides senior management with Lean Sigma performance scorecards, but also a how-to roadmapfor Enron-effect avoidance.”

IEE DIFFERENTIATORS/INNOVATIONS

• AlignmentandblendingofEnterprisevaluechainwith: operational metrics ➮ analytics and innovation ➮ financial goals ➮ strategies ➮ operational goals ➮ improvement/design projects ➮ controls• Two-levelapplicationoftheLeanSixSigma(Define-Measure-Analyze-Improve -Control:DMAIC)roadmap: -Enterpriseprocesslevel:E-DMAIC -Projectlevel:P-DMAICwithatrueintegrationofSixSigmaandLeantools• DesignforIEE(DFIEE)projectsthathaveenterpriseneedsalignmentfor: - Product design - Process design - Information technology development• Creationandpresentationofbusinessmetricsthatgetorganizationsoutofthefirefightingmode: -30,000-foot-levelview:Ongoingoperationalmeasurements -Satellite-levelview:Ongoingbusiness/financialmeasurements• Insightfulsynthesisandgraphicalrepresentationofdata: - The IEE scorecard/dashboard - Enterprise analytics with innovation• Betterwaystouseconventionaltoolsforimproveddecisionmakingattheenterpriselevel: -IEE30,000-foot-levelandsatellite-levelcharts:Enablesassessmentof predictability -IEEprobabilityplots:Enablesperformanceforecasts -IEEP-DMAICroadmap:Providesstep-by-stepdirectionforimproving performance

“IEE represents the best of best practices in measurementand improvement. It transcends Lean Six Sigma and the Balanced Scorecard. It’s a powerful business system thatblends analytics with innovation and arms everyone in the organization with the tools needed to contribute tosuccess. Aptly named, it truly integrates enterpriseexcellence.” —Mike Jones, Past President, ASQ

THE INTEGRATED ENTERPRISE EXCELLENCE SYSTEM

The IEE system is documented in a new set of four books by Forrest W. Breyfogle III, Crosby Medalist and author of best seller, Implementing Six Sigma (ASQ recognized body of knowledge for black belt certification training)

The set of books highlights common business systems issues and presentsIEE as an enhanced methodology that can improve organizational efficiencyand effectiveness. The series documents a set of best practices derivedfrom the strengths of past systems – illustrating the basics of structuringIEE metrics and a no-nonsense roadmap to initiate process improvementand achieve substantial benefits. IEE takes Lean Six Sigma and the Balanced Scorecard to the next level in the pursuit of enterprise excellence.

Anewpaperback:The Integrated Enterprise Excellence System - an introductory overviewformanagersandpractionershighlighting:• Emergingbusinessandprofessionalchallengesofthe21stcentury• Limitationsof“lastcentury”methods• EnhancedfeaturesandbenefitsofIEEimplementation - for the enterprise - for the project - for the manager and practitioner

Threehardcovervolumes:Integrated Enterprise Excellence• VolumeI-TheBasics• VolumeII-BusinessDeployment• VolumeIII-ImprovementProjectExecution

Integrated Enterprise Excellence: Going Beyond Lean Six Sigma and the Balanced ScorecardForrest W. Breyfogle III

Excerpts condensed from: The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement, Forrest W. Breyfogle III, Bridgeway Books, 2008.

Figures are reproduced with permission.

Are We Answering the Right Questions?Management must ask the right questions; the right questions lead to the wise use of statistical and nonstatistical techniques to obtain knowledge from facts and data. Management needs to operate using the bromide: In God we trust; all others bring data. This book describes how to operate with a knowledge-centered activity (KCA) focus, which can redirect businesses so that efforts are more productive. Because Six Sigma projects begin with a problem statement, it is a de facto problem-solving system. The introduction of Lean Six Sigma has expanded problem statement opportunities to include the reduction of waste of time and resources. But project deployments that center on the use of Lean or Six Sigma tools may not significantly impact the organization’s big picture. Organizations may not pick the best projects to work on, which can result in suboptimizations, possibly making the system as a whole worse.

Moving Toward the Three Rs of BusinessIntegrated Enterprise Excellence (IEE) is an encompassing business system that addresses the above issues, and more; that is:

Organizations create strategic plans, policies, and goals that describe the intent of the organization. Goals should have measurable results, which are attained through defined action plans. The question of concern is: How effective and aligned are these management-system practices within an organization? Improvements to this system can dramatically impact an organization’s bottom line. An IEE system measures the overall organization using scorecard/dashboard metrics at two levels: satellite-level and 30,000-foot-level. Business metrics that could be classified as satellite-level are enterprise measurements like gross revenue and profit margin. Operational metrics at the 30,000-foot-level include defective rates, lead times, days sales outstanding (DSO), and other tracked operational measurements. Long-lasting improvements in the 30,000-foot-level scorecard/dashboard metrics are the result of systematic process improvement and design projects. The IEE improvement-metric system creates a stimulus that results in a pull for the creation of projects that are in true alignment with business needs. Both satellite-level and 30,000-foot-level metrics are tracked over time and are not bounded by calendar year. If nothing has changed in ten years, satellite-level and 30,000-foot-level charts present how the system performed over the past ten years. Organizations will find it very beneficial when they align project selection with satellite-level measures using theory of constraint (TOC) metrics; that is, throughput, inventory, and operating expense. Data presented in the satellite-level and 30,000-foot-level scorecard/dashboard format provide additional business insight when compared to tabular quarterly format reporting. The basic IEE process is described in Figure 1. Strategies are created in step five after the enterprise is analyzed and SMART (Specific, Measurable, Actionable, Relevant, Time-based) satellite-level metric goals are established.

IEE is a sustainable business management governance system, which integrates business scorecards, strategies, and process improvement so that organizations move toward the three Rs of business (everyone is doing the Right things and doing them Right at the Right time). IEE provides the framework for innovation and continual improvement, which goes beyond Lean Six Sigma’s project-based defect and waste reduction methods. The existence and excellence of a business depend more on customers and cash; or, E = MC . As a business way of life, IEE provides the organizational orchestration to achieve more customer and cash.

2

Figure 1: The Integrated Enterprise Excellence (IEE) system.

Define–measure–analyze–improve–control (DMAIC) is the traditional roadmap for Lean Six Sigma process-improvement projects. DMAIC is used in IEE not only to describe process-improvement project execution steps, but also to establish the framework for the overall enterprise process. Figure 2 shows how the IEE enterprise process DMAIC roadmap has linkage in the enterprise process improve phase to the improvement project DMAIC roadmap and design project define–measure–analyze–design–verify (DMADV) roadmap. The measure phase of the IEE improvement project DMAIC roadmap has additional drill-downs. I refer to the enterprise-process DMAIC roadmap as E-DMAIC and to the project execution roadmap as P-DMAIC.

Figure 2: IEE high-level enterprise process roadmap with P-DMAIC process improvement and DMADV design project roadmaps (MSA: measurement systems analysis).

The E-DMAIC system provides an infrastructure for linking high-level enterprise-process-performance measurements, analyses, improvements, and controls. This framework can lead to the development of specific improvement strategies that are in true alignment with business goals. Functional value-chain, metric-improvement needs that are in alignment with the business measurement goals can be developed from these strategies. Each business-measurement goal has an owner whose performance is measured against achieving the relevant metric goal. If an improvement is desired for an enterprise 30,000-foot-level metric, a Pareto chart is useful to determine which areas should be given focus for improving the 30,000-foot-level metric as a whole; that is, the creation of targeted projects that are pulled for creation by metric improvement needs. This approach is quite different from passing down across-the-board goals like “improving on-time shipments” for all sites. With the IEE approach, sites that are performing well need only maintain their performance, while other sites that are not performing well would get the needed attention to improve their performance. In the sites that are not doing well, one or more projects could be created by this metric improvement need.

Are Measurements Leading to the Right Activity?One common type of scorecard uses red, yellow, and green to show whether immediate actions are needed relative to meet-ing established objectives: • Green: Meets all of the standards for success.• Yellow: Achieved some, but not all of the criteria.• Red: Has any one of a number of serious flaws.

Does this type of scorecard lead to the right behavior? Goals are important; however, metric targets need to be SMART. Arbitrary goal setting and managing to these goals can lead to the wrong behavior! Let’s now discuss the presentation of red–yellow–green scorecards in the format shown in Figure 3. There are many metrics, grouped by business area. Also, many are colored red and metrics even transition from red to green and back. Final-ly, there are a great many metrics for one scorecard.

Figure 3: Red-yellow-green tabular scorecard example.

How can you have a metric that is red for the entire reporting period? Is no one monitoring it? Is it based on an arbitrary target and just ignored? We don’t know, but all options are possible. Effective, long-lasting improvements to processes are not made by firefighting. Process improvements are made by examining all common-cause output data collectively to determine what should be done differently in the overall process, as opposed to assessing the points that are beyond the criteria as individual occurrences. This can be accomplished through execution of a P-DMAIC project.

IEE scorecard/dashboard tracking is accomplished through the following process: 1. Assess process predictability; i.e., is the process stable or in statistical control? 2. When the process is considered predictable, formulate a prediction statement for the latest region of stability. The usual reporting format for this prediction statement is the following: a. When there is a specification requirement: nonconformance percentage or defects per million opportunities (DPMO). b. When there is no specification requirement: median response and 80 percent frequency of occurrence rate.

Copyright 1992 – 2006. All rights reserved. Smarter Solutions, Inc.

Monthly SCORECARDBusiness Unit Name

Measurement Targets Aug'04 Sep'04 Oct'04 Nov'04 Dec'04 Jan'05 Feb'05 Mar'05 Apr'05 May'05 Jun'05 Jul'05 Aug'05CUSTOMERCustomer Metric A 0.63574 0.653576 0.660404 0.732996 0.62521 0.708566 0.641873 0.727115 0.687201 0.6123 0.670894 0.6341 0.654525Yellow if equal to or higher than 0.720 0.720 0.720 0.720 0.720 0.720 0.720 0.720 0.720 0.720 0.720 0.720 0.720 0.720Green if equal to or higher than 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750Customer Metric B 1.866044 1.804823 1.777056 1.87373 1.791988 1.826504 1.824634 1.799849 1.822007 1.838969 1.87088 1.893155 1.894069Yellow if equal to or higher than 1.830 1.830 1.830 1.830 1.830 1.830 1.830 1.830 1.830 1.830 1.830 1.830 1.830 1.830Green if equal to or higher than 1.860 1.860 1.860 1.860 1.860 1.860 1.860 1.860 1.860 1.860 1.860 1.860 1.860 1.860Customer Metric C 0.82475 0.730724 0.627179 0.728212 0.751174 0.801946 0.780248 0.761874 0.68133 0.790902 0.728168 0.790485 0.794933Yellow if equal to or higher than 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750 0.750Green if equal to or higher than 0.780 0.780 0.780 0.780 0.780 0.780 0.780 0.780 0.780 0.780 0.780 0.780 0.780 0.780

FINANCEFinance Metric A 3.387525 2.965966 3.042505 2.891057 3.485847 2.867981 2.764183 3.297147 3.301612 2.892969 2.737161 3.0936 2.772979Yellow if equal to or higher than 3.05 3.05 3.05 3.05 3.05 3.05 3.05 3.05 3.05 3.05 3.05 3.05 3.05 3.05Green if equal to or higher than 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1 3.1Finance Metric B 2.09819 2.254758 2.345674 2.207099 2.316309 2.214396 2.156223 2.493305 2.509988 2.163489 2.168469 2.288786 2.14113Yellow if equal to or higher than 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2 2.2Green if equal to or higher than 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25Finance Metric C 0.762611 0.958071 1.051227 0.867969 1.158351 0.82278 0.800541 0.989747 0.980718 0.611179 0.789868 1.035084 0.920254Yellow if equal to or higher than 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9 0.9Green if equal to or higher than 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95 0.95Finance Metric H 0.222716 0.480099 0.296397 0.203 0.3541 0.2326 0.1693 0.4552 0.2278 0.194 0.288 0.321 0.241Yellow if equal to or higher than 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21Green if equal to or higher than 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25Finance Metric I 0.490024 0.27568 0.190908 0.357 0.5284 0.4058 0.3391 0.3347 0.3247 0.327 0.286 0.383 0.247Yellow if equal to or higher than 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3 0.3Green if equal to or higher than 0.35 0.35 0.35 0.35 0.35 0.35 0.35 0.35 0.35 0.35 0.35 0.35 0.35 0.35

INTERNAL BUSINESSOPERATIONSIBO Metric A 1.7693 1.73499 1.80064 1.76888 1.76068 1.79877 1.863956 1.862206 1.829389 1.875557 1.741041 1.69758 1.704457Yellow if equal to or higher than 1.70 1.70 1.70 1.70 1.70 1.70 1.70 1.70 1.70 1.70 1.70 1.70 1.70 1.70Green if equal to or higher than 1.73 1.73 1.73 1.73 1.73 1.73 1.73 1.73 1.73 1.73 1.73 1.73 1.73 1.73IBO Metric B 0.20531 0.18053 0.184817 0.16204 0.18 0.178 0.202 0.205 0.176 0.226 0.201 0.197 0.231Yellow if equal to or less than 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25Green if equal to or less than 0.22 0.22 0.22 0.22 0.22 0.22 0.22 0.22 0.22 0.22 0.22 0.22 0.22 0.22IBO Metric C 0.427692 0.505666 0.504354 0.568529 0.44906 0.464186 0.446241 0.422419 0.445758 0.475769 0.340339 0.366324 0.354783Yellow if equal to or less than 0.26 0.26 0.26 0.26 0.26 0.26 0.26 0.26 0.26 0.26 0.26 0.26 0.26 0.26Green if equal to or less than 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21 0.21IBO Metric D 2.66634 2.64814 2.69324 2.67166 2.68 2.66 2.67 2.68 2.65 2.67 2.67 2.69 2.7Yellow if equal to or less than 2.60 2.60 2.60 2.60 2.60 2.60 2.60 2.60 2.60 2.60 2.60 2.60 2.60 2.60Green if equal to or less than 2.58 2.58 2.58 2.58 2.58 2.58 2.58 2.58 2.58 2.58 2.58 2.58 2.58 2.58IBO Metric F 0.113318 0.157456 0.163175 0.146534 0.113 0.143 0.143 0.173 0.143 0.163 0.133 0.143 0.143Yellow if equal to or less than 0.086 0.086 0.086 0.086 0.086 0.086 0.086 0.086 0.086 0.086 0.086 0.086 0.086 0.086Green if equal to or less than 0.068 0.068 0.068 0.068 0.068 0.068 0.068 0.068 0.068 0.068 0.068 0.068 0.068 0.068IBO Metric G 0.043949 0.078984 0.051823 0.055083 0.110424 0.068515 0.080985 0.076333 0.07306 0.077379 0.103885 0.069867 0.142498Yellow if equal to or less than 0.06 0.06 0.06 0.06 0.06 0.06 0.06 0.06 0.06 0.06 0.06 0.06 0.06 0.06Green if equal to or less than 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05IBO Metric H 1.222222 1.222222 1.166667 1 1 1 1 1.166667 1.333333 1.25 1.230769 1.266667 1.3125Yellow if equal to or higher than 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33 1.33Green if equal to or higher than 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45 1.45

LEARNING AND GROWTHL&G Metric A 4.47048 5.23666 4.17365 4.57158 4.54306 4.31449 4.67242 3.67574 4.94651 3.57205 4.92629 4.55868 6.00471Yellow if equal to or less than 5 5 5 5 5 5 5 5 5 5 5 5 5 5Green if equal to or less than 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5L&G Metric B 68.1916 69.643 57.0598 62.4947 59.6528 74.1863 77.7315 54.8459 57.6235 83.5998 66.4914 54.2673 50.719Yellow if equal to or higher than 65 65 65 65 65 65 65 65 65 65 65 65 65 65Green if equal to or higher than 75 75 75 75 75 75 75 75 75 75 75 75 75 75

Monthly SCORECARDBusiness Unit Name

Measurement Targets Aug'04 Sep'04 Oct'04 Nov'04 Dec'04FINANCEFinance Metric A 3.387525 2.965966 3.042505 2.891057 3.485847Yellow if equal to or higher than 3.05 3.05 3.05 3.05 3.05 3.05Green if equal to or higher than 3.1 3.1 3.1 3.1 3.1 3.1Finance Metric B 2.09819 2.254758 2.345674 2.207099 2.316309Yellow if equal to or higher than 2.2 2.2 2.2 2.2 2.2 2.2Green if equal to or higher than 2.25 2.25 2.25 2.25 2.25 2.25

Finance Metric C 0.762611 0.958071 1.051227 0.867969 1.158351Yellow if equal to or higher than 0.9 0.9 0.9 0.9 0.9 0.9Green if equal to or higher than 0.95 0.95 0.95 0.95 0.95 0.95

CUSTOMER

FINANCE

INTERNALBUSINESS OPS

LEARNING& GROWTH

RED

YELLOW

GREEN

Applying the IEE scorecard/dashboard metric-reporting process to the Figure 3 data set yields the following:

Figure 4: Illustration of IEE improved finance metric B, continuous-response reporting: Red-yellow-green scorecard versus IEE reporting (Histogram included for illustrative purposes only).

Benefits of IEE

The IEE system is not only excellent for viewing high-level operational business metrics, but it also provides the tools to solve tough problems. For example, IEE techniques were used to help one company use design of experiments (DOE) to fix a 12-year-old biscuit crumbliness problem in a fast food chain. Another DOE fixed a major die breakage problem in an aluminum extrusion process, which resulted in increased throughput for the entire plant. Another company was able to eliminate several warehouses because of improved process flows. IEE is more of a business system than a “do-project” system such as Six Sigma and Lean Six Sigma. IEE takes Lean Six Sigma and the Balanced Scorecard to the next level.

1. As previously stated, the purpose of charting is to stimulate improvements when appropriate. Figure 4 provides an IEE assessment of how well this is accomplished. This figure contains a control chart, probability plot, and histogram. When there are no occurrences beyond the upper and lower control limits, no patterns or data shifts, the process is said to be in control. When this occurs, we have reason to believe that the up-and-down variability is the result of common-cause variability; that is, the process is predictable. Since this process is predictable, we can consider past data from the region of stability to be a random sample of the future! 2. The histogram shown in Figure 4 is a traditional tool that describes the distribution of random data from a population that has a continuous response. However, it is difficult to determine from a histogram the expected percentage beyond a criterion. A probability plot is a better tool to determine the nonconformance percentage. In a probability plot, actual data values are plotted on a coordinate system where “percentage less than” is on the y-axis. The probability plot in Figure 3 provides an estimate that approximately 32.6 percent of future monthly reporting will be less than the lower-bound criterion, unless a fundamental process improvement is made or something else external to the process occurs. We also observe that this percentage value is consistent with an estimated proportion below the 2.2 reference line in the histogram, and also is similar to the percentage of red occurrences; that is, 5 out of 13. If this nonconformance percentage of 32.6 percent is undesirable, this metric would pull for project creation.

Targets Aug'04 Sep'04 Oct'04 Nov'04 Dec'04 Jan'05 Feb'05 Mar'05 Apr'05 May'05 Jun'05 Jul'05 Aug'05Finance Metric B 2.10 2.25 2.35 2.21 2.32 2.21 2.16 2.49 2.51 2.16 2.17 2.29 2.14Yellow if equal to or higher than 2.20 2.20 2.20 2.20 2.20 2.20 2.20 2.20 2.20 2.20 2.20 2.20 2.20 2.20

Green if equal to or higher than 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25

Aug'0

5

Jul'0

5

Jun

'05

May

'05

Apr

'05

Mar

'05

Feb

'05

Jan

'05

Dec

'04

Nov

'04

Oct

'04

Sep'0

4

Aug'0

4

2.7

2.6

2.5

2.4

2.3

2.2

2.1

2.0

1.9

Date

_X=2.2583

UCL=2.6192

LCL=1.8974

Individuals Control Chart

Predictable process with an approximate 32.6% nonconformance rate

(i.e., Using the current process, Finance Metric B will be below 2.2 about 1/3 of the time.)

Traditional Performance Reporting Example – Red-Yellow-Green Scorecard

IEE Improved Reporting for Process Assessment and Improvement

2.62.52.42.32.22.12.01.9

99

959080706050403020105

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32 .657

N orm a l P r ob a b ili ty P lo t

2.62.52.42.32.22.12.01.9

4

3

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1

0

Response

2.2Histogram

IEE REFERENCE TEXTS

The Integrated Enterprise Excellence System IEE methods, tools and techniques – and how they creatively integrate the best practices of established business measurement and improvement systems.

“This book is rich in content, with examples of how specific analytical and decision support techniques can be merged to create a climate for perpetual enterprise growth and progress.”Matt Spinola, CEO, Primacy RelocationISBN-13:978-1-934454-11-4ISBN-10:1-934454-11-7216pages,paperback,$16.95

Integrated Enterprise Excellence, Volume 1 - The BasicsFour golfing friends discuss improvement systems. They improve their games in both business and golf using IEE concepts, going beyond Lean Six Sigma and the Balanced scorecard.

“An essential handbook for every manager leading Six Sigma or Lean Six Sigma teams; it is also geared for managers who are uncertain as to their need for these initiatives.”J. Scott Dickman, CEO, Oracle Packaging CompanyISBN-13:978-1-934454-12-1ISBN-10:1-934454-12-5168pages,hardcover,$27.95

Integrated Enterprise Excellence, Volume 2 - Business DeploymentAn IEE system creation manual for leaders and implementation teams. Describes an enterprise measurement, analysis, and improvement system where organizations transition from firefightingtowardthethreeR’sofbusiness:everyonedoingtherightthingsanddoingthemright at the right time.

“…chronicles a significant renewal in the methodologies applied to achieve total quality at the enterprise level…with a thoughtfully integrated approach.”Christopher B. Galvin, Chairman, Harrison Street Capital LLC, Former Chairman and CEO, Motorola, Inc.ISBN-13:978-1-934454-15-2ISBN-10:1-934454-15-X560pages,hardcover,$54.95

Integrated Enterprise Excellence, Volume 3 - Improvement Project ExecutionAn IEE system implementation handbook for the improvement project manager. Provides a detailed step-by-step project roadmap which integrates Six Sigma and Lean tools.

“This book deserves to become a standard desk reference for everyone in the organization responsible for meeting goals. It makes valuable reading for organization leaders and Six Sigma practitioners…it is the most thorough and detailed reference guide for IEE….”Bill Wiggenhorn, Former President, Motorola UniversityKeith Moe, Former Group Vice President, 3MISBN-13:978-1-934454-16-9ISBN-10:1-934454-16-81200pages,hardcover,$124.95

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Visit the Smarter Solutions, Inc. website at www.SmarterSolutions.com to see how IEE canhelpyourenterpriseovercomethechallengesofthe21stcentury.

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Call or write us for more information

Smarter Solutions, Inc.11044ResearchBoulevardAustin,TX78759Phone:512.918.0280Fax:512.996.8318 info@SmarterSolutions.comwww.SmarterSolutions.com

“What grandmaster chess is to checkers, Integrated Enterprise Excellence is to the organizational improvement practices being deployed in most businesses today. Forrest Breyfogle’s system provides a roadmap that blends analytics with innovation at both the enterprise and project execution levels. It makes Lean Six Sigma sing.”

“…a unique and innovative approach to applying Lean Six Sigma.”

—Kenneth E. Case, PhD, PE; Regents Professor Emeritus, School of Industrial Engineering and Management, Oklahoma State University; Past President, ASQ

—René Kapik, MBB, Medical Team Leader, Precision Fabrics

StandardIEEofferingsinclude:• Webinars• Executiveoverviews• One-hourandone-dayworkshops• Workout/deployment• Championtrainingandmentoring• Greenbelt• Blackbelt• Masterblackbelt• DesignforIEE• LeanSixSigmagraduateworkshop• Rentamasterblackbelt

Forrest W. Breyfogle III is the CEO and president of Smarter Solutions, Inc. and the developer of the Integrated Enterprise Excellence (IEE) system. Forrest received the ASQ Crosby Medal for his book, Implementing Six Sigma, 2nd edition. He has authored or co-authored eleven books and published over eighty technical articles on Six Sigma and Lean methods. A professional engineer and ASQ fellow, Forrest is a member of the board of advisors for the University of Texas Center for Performing Excellence. The Smarter Solutions team provides business measurement and improvement consultation and education for organizations worldwide.

Smarter Solutions, Inc.11044 Research boulevardAustin, TX 78759 Phone: 512.918.0280Fax:512.996.8318 info@SmarterSolutions.comwww.SmarterSolutions.com