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    Leadership System 2.0: Management and Leadership System 2.0, #2
    Management 2.0: Management and Leadership System 2.0, #1
    Ebook series2 titles

    Management and Leadership System 2.0 Series

    By Forrest W. Breyfogle III

    ()

    About this series

    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 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. During his wife's City Hospital recovery from an automobile accident, Jorge recollects the benefits that were 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

    • Is consistent across the organization.
    • Has clear actions or non-actions to be undertaken 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 so that the organization's overall finances benefit.

     

    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 not only to hospitals but also to non-profits, schools, a mining company, and government agencies. 

    LanguageEnglish
    PublisherForrest Breyfogle
    Release dateSep 9, 2020
    Leadership System 2.0: Management and Leadership System 2.0, #2
    Management 2.0: Management and Leadership System 2.0, #1

    Titles in the series (2)

    • 1

      Management 2.0: Management and Leadership System 2.0, #1
      Management 2.0: Management and Leadership System 2.0, #1

      Management 2.0: Management and Leadership System 2.0, #1

      Forrest W. Breyfogle III
      0 ratings
      0 ratings

      This book, written in an easy-to-access novel format, provides practitioners and managers with: A free software app for response-metric tracking that provides insight not possible with traditional metric reporting techniques. A methodology for improvement project selection so that the big-picture will benefit from the project's completion. A clickable Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) process-improvement roadmap that integrates the application of Lean and Six Sigma tools so that the right tool is used at the right time when undertaking process improvement efforts.  A methodology to statistically show and quantify at the 30,000-foot-level the benefit from process improvement efforts. This book provides direction on how organizations can resolve issues that commonly occur with: Traditional control charts and process capability reporting techniques.  AQL testing and reporting. Lean Six Sigma deployments. This book provides direction in how organizations can benefit from the wise application of: Statistical and non-statistical techniques. Design of Experiments (DOE) in both manufacturing and transactional processes. In this book, Jorge and his golfing MBA buddies discover a no-nonsense methodology that minimizes the risk of organizations' doing bad things. As well, the described method provides direction for establishments to move toward the achievement of the 3Rs of business; that is, everyone doing the Right things, and doing them Right at the Right time.   This novel describes the application of Integrated Enterprise Excellence (IEE). The IEE system offers much flexibility, including a means for effectively managing an organization remotely. Described is how Jorge implemented IEE in his Harris Hospital and how his golfing MBA friends applied and also benefited from the methodology in their manufacturing and transactional organizations.   IEE provides a comprehensive 9-step system that CEOs, presidents, general managers, executives, managers, leaders, practitioners, and others can use to resolve elephant-in-the-room management issues such as: Business goals not being met. Scorecards leading to harmful, if not destructive, behaviors. Persistent day-to-day firefighting problems. Business strategies that are very generic and/or difficult to translate to organizational work environments. Lean events and other improvement projects that can consume many resources but often do not offer a quantifiable benefit to the business as a whole. Lean Six Sigma process improvement deployments that have improvement projects, which are either not completed in a timely fashion or which make substantial financial claims that are questionable. This book offers an easy-to-understand book-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 IEE business management system. In the book's storyline: Janice Davis, CEO of Harris Hospital, likes how IEE provides analytically-determined direction for undertaking process improvement efforts, which improve organizational predictive-reported performance metrics that benefit the organization's overall financials. Everyone at Harris Hospital cannot believe the benefits of IEE's no-charge Enterprise Performance Reporting System (EPRS) metrics software. This software provides predictive performance reporting that offers more insight into what is truly happening within a process than does a table of numbers or a red-yellow-green scorecard report.

      This book, written in an easy-to-access novel format, provides practitioners and managers with: A free software app for response-metric tracking that provides insight not possible with traditional metric reporting techniques. A methodology for improvement project selection so that the big-picture will benefit from the project's completion. A clickable Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) process-improvement roadmap that integrates the application of Lean and Six Sigma tools so that the right tool is used at the right time when undertaking process improvement efforts.  A methodology to statistically show and quantify at the 30,000-foot-level the benefit from process improvement efforts. This book provides direction on how organizations can resolve issues that commonly occur with: Traditional control charts and process capability reporting techniques.  AQL testing and reporting. Lean Six Sigma deployments. This book provides direction in how organizations can benefit from the wise application of: Statistical and non-statistical techniques. Design of Experiments (DOE) in both manufacturing and transactional processes. In this book, Jorge and his golfing MBA buddies discover a no-nonsense methodology that minimizes the risk of organizations' doing bad things. As well, the described method provides direction for establishments to move toward the achievement of the 3Rs of business; that is, everyone doing the Right things, and doing them Right at the Right time.   This novel describes the application of Integrated Enterprise Excellence (IEE). The IEE system offers much flexibility, including a means for effectively managing an organization remotely. Described is how Jorge implemented IEE in his Harris Hospital and how his golfing MBA friends applied and also benefited from the methodology in their manufacturing and transactional organizations.   IEE provides a comprehensive 9-step system that CEOs, presidents, general managers, executives, managers, leaders, practitioners, and others can use to resolve elephant-in-the-room management issues such as: Business goals not being met. Scorecards leading to harmful, if not destructive, behaviors. Persistent day-to-day firefighting problems. Business strategies that are very generic and/or difficult to translate to organizational work environments. Lean events and other improvement projects that can consume many resources but often do not offer a quantifiable benefit to the business as a whole. Lean Six Sigma process improvement deployments that have improvement projects, which are either not completed in a timely fashion or which make substantial financial claims that are questionable. This book offers an easy-to-understand book-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 IEE business management system. In the book's storyline: Janice Davis, CEO of Harris Hospital, likes how IEE provides analytically-determined direction for undertaking process improvement efforts, which improve organizational predictive-reported performance metrics that benefit the organization's overall financials. Everyone at Harris Hospital cannot believe the benefits of IEE's no-charge Enterprise Performance Reporting System (EPRS) metrics software. This software provides predictive performance reporting that offers more insight into what is truly happening within a process than does a table of numbers or a red-yellow-green scorecard report.

    • 2

      Leadership System 2.0: Management and Leadership System 2.0, #2
      Leadership System 2.0: Management and Leadership System 2.0, #2

      Leadership System 2.0: Management and Leadership System 2.0, #2

      Forrest W. Breyfogle III
      0 ratings
      0 ratings

      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 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. During his wife's City Hospital recovery from an automobile accident, Jorge recollects the benefits that were 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 Is consistent across the organization. Has clear actions or non-actions to be undertaken 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 so that the organization's overall finances benefit.   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 not only to hospitals but also to non-profits, schools, a mining company, and government agencies. 

      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 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. During his wife's City Hospital recovery from an automobile accident, Jorge recollects the benefits that were 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 Is consistent across the organization. Has clear actions or non-actions to be undertaken 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 so that the organization's overall finances benefit.   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 not only to hospitals but also to non-profits, schools, a mining company, and government agencies. 

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