The Integrated Enterprise Excellence System - Softcover
Condition: Like New
Product Description
Organizations can waste much resource with: Strategy creation and execution:
Organizations can spend much time with strategy creation, where often
it is difficult interpret what should be done to address passed-down
strategies. Also, the strategy creation process often does not
systematically blend analytics with innovation to determine the best
place to target strategy-improvement efforts. Scorecards:
Red-yellow-green scorecards may seem to be a good management practice;
however, these scorecards can lead to much firefighting. Also,
traditional forced scorecard balanced using the balanced scorecard
categories of financials, customer, internal business process, and
learning & growth can lead to unfavorable behaviors. Scorecard
balance is important (e.g., don't want to target on-time delivery while
sacrificing quality); however, forced balance can be detrimental. Process improvement systems:
Problem solving deployment systems such as Six Sigma, Lean Six Sigma,
Lean Kaizen events, and Total Quality Management (TQM) typically have a
push-for-project creation system (e.g., let's brainstorm for what
projects to work on next). These systems often lead silo-improvements
that can sound good but do not have much, if any, impact on the big
picture. A business system is needed has 30,000-foot-level operational
metrics improvement needs pulling for targeted-improvement-projects,
which benefit the whole enterprise.
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