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Previous blogs described a business management system and how projects can be selected that benefits the enterprise as a whole. This blog is a second in a series which steps through various aspects of the Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) roadmap for process improvement.
Previous blogs described a business management system and how projects can be selected that benefits the enterprise as a whole. This blog begins a series which steps through various aspects of the Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) roadmap for process improvement.
In my next series of blogs, I will be elaborating on various aspects of executing improvement projects using the enhanced project execution roadmap contained in the Integrated Enterprise Excellence (IEE) business management system.
Organizations need an enhanced system for linking process improvement efforts to the business system so that the enterprise as a whole benefits, and the best tool is used at any given time.
All projects in an EIP should be in alignment with the business goals and could be undertaken; however, organizations often not have the bandwidth to undertake all projects at once. When this occurs, organizations need a system where they can prioritize EIP created projects.
As part of the IEE system, an enterprise improvement plan (EIP) is an effective means to identify process improvement projects that positively impact the financials.
To be successful, organizations need to focus on the big picture. One measure of success is that the enterprise’s satellite-level metrics are performing at a level that is considered satisfactory.
An IEE value chain describes at a high-level what the organization does and the measurement of each function relative to a quality, cost and time assessment.
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