Advance Praise for Managing Six Sigma "This book is a unique blend of practical knowledge and cultural change, revolution and evolution strategies. I recommend that serious managers buy the book, spend some serious time reading, and then go out and use its lessons to make a name for themselves."-William Baker, Benchmarking/Knowledge Transfer Office, Raytheon Corporation "I believe Managing Six Sigma will be the new reference standard for the quality movement in coming years."-Robert T. Hunter, Executive Vice President, Rehnborg Center for Nutrition and Wellness

"[The authors'] step-by-step process for integrating the tools of Six Sigma takes the mystery out of this methodology and, by itself, makes this book worth having."-Dennis Adsit, PhD, Vice President, Quality, Intuit

"Breyfogle's Six Sigma deployment methodology is explained in detail for four different business processes: manufacturing, service, transactional, and development. . . . His 21-step plan for each business process is explained in a way that allows any type of company to perform a successful implementation."-Mark Feller, Director of Quality, Baker Electronics

"Breyfogle teaches not only the wider application but also the deeper implications and in-depth implementation of Six Sigma deployment in organizations large and small."-Ram Josyula, President, gelrad.com

Managing Six Sigma is the only book that provides both detailed coverage of Six Sigma techniques and effective methods for managing those who implement Six Sigma. With real-world case studies recounting the triumphs and pitfalls encountered during successful implementations at Motorola and General Electric-plus plans, checklists, and metrics to speed up the implementation process-this rich resource helps managers solve problems effectively and ensure a fast, smooth, and successful Six Sigma implementation....

A Lean Six Sigma deployment Master Black Belt, Black Belt, or Green Belt can benefit immensely from a step-by-step Define-Measure-Analyze-Improve-Control (P-DMAIC) project-execution-roadmap, where Lean and Six Sigma tools are truly integrated for effective problem solving. The P-DMAIC roadmap needs to truly integrate both statistical and non-statistical tools, going beyond traditional Lean Six Sigma techniques.

In addition, the P-DMAIC project management roadmap needs to have a 30,000-foot-level process control system that assesses process stability/predictability so that special-cause variability is truly separated from common-cause variability. For predictable processes, a system process capability statement is needed that is expressed in easy-to-understand terms; e.g., the process has been predictable for the last 38 weeks and unless something changes we expect to have a future non-conformance rate of approximately 2.3%.

The 30,000-foot-level project/operation metric improvement needs are to lead the practitioner through the DMAIC project execution roadmap to the most appropriate tools for timely-positive-project success. For example, a detailed P-DMAIC roadmap needs to guide both the novice and expert to appropriate Lean and other tools for lead time and WIP 30,000-foot-level metric improvement needs. Kaizen events and other Lean activities need to have improve-phase DMAIC roadmap whole-enterprise-beneficial prescription. A P-DMAIC roadmap needs to orchestrate Lean activities with statistical analytical and non-statistical tools such as design of experiments (DOE) and plan-do-check-act (PDCA) for process analysis and improvement; i.e., a quality control management and operational system for long-lasting organizational benefits.

This volume describes IEE benefits and its measurement techniques providing a detailed step-by-step Project Define-Measure-Analyze-Improve-Control (P-DMAIC) roadmap, which has a true integration of Six Sigma and Lean tools.

The IEE system is a set of management techniques that embeds best practices derived from the strengths of past systems - applying structured metrics and a no nonsense road-map to initiate process improvement and achieve predictable and sustainable bottom-line benefits....

Businesses can benefit from Six Sigma, Lean Six Sigma, Lean Kaizen events, ISO, Malcolm Baldrige Award, Shingo Prize, etc. However, these problem-solving or assessment methodologies do not provide a business framework so that organizations can move toward achieving the three Rs of business; i.e., everybody doing the Right things and doing them Right at the Right time.

The problem-solving-methodologies of Six Sigma, Lean Six Sigma, and Lean Kaizen events can provide organizational-silo-benefits; however, organizations can be claiming that they saved 100 million dollars but nobody can find the money. Black Belts in Lean Six Sigma and Six Sigma deployments are to execute important business projects; however, often these projects are silo-based and do not benefit the business as a whole. ISO, Malcolm Baldrige Award, and Shingo Prize each provide techniques to view the organization as a whole; however, these methodologies do not prescriptively provide a framework for businesses to have long-lasting gains from the principles described in the application criteria.

Integrated Enterprise Excellence (IEE) is a business system that builds upon past-methodologies' strengths. IEE provides a long-lasting framework that can be used to incorporate the Malcolm Baldrige Award, Shingo Prize, and ISO criteria.

Written as a novel, Integrated Enterprise Excellence, Volume I The Basics, helps managers, leaders, practitioners, and others understand the basics of the Integrated Enterprise Excellence (IEE) system. It relates the story of four friends who share their experiences while playing golf. They see how they can improve their games in both business and golf using a system that goes beyond Lean Six Sigma and the Balanced Scorecard.

The IEE system is a set of management techniques that embeds best practices derived from the strengths of past systems - applying structured metrics and a no nonsense roadmap to initiate process improvement and achieve predictable and sustainable bottom-line benefits....