IEE Brochure

INCLUDES EXCERPT FROM
THE NEW BOOK BY
AWARD WINNING AUTHOR
FORREST 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.

The answer? Integrated Enterprise Excellence (IEE)

Compliance
Commoditization
Regulations

Liability
Suits
Global
Competition

“Forrest’s Integrated Enterprise Excellence (IEE) system
is not simply a methodology for doing Six Sigma projects.
IEE offers an overall management system that provides the
framework where companies can implement and benefit from
Dr. Deming’s methodologies.”
—Bill Wiggenhorn, Retired President of
Motorola University

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

• Integrates analytics with innovation

• Provides the framework and integration of quality management tools, analytics,
innovation, and improvement methodologies

- Ford - Crosby - Theory of Constraints
- Shewart - Smith - Lean Six Sigma
- Toyota (TPS) - Motorola - Hoshin Kanri
- Feigenbaum - QMS - The Balanced Scorecard
- TQM - Welch - DMAIC
- Deming - Six Sigma - Design of Experiments
- Juran - Kaizen Events - Taylor

“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 roadmap
for Enron-effect avoidance.”
—Frank Shines, Lean Six Sigma Engagement
Leader, Industriaplex
The evolution of ideas...

F

a

...the integration of best practices

IEE DIFFERENTIATORS/INNOVATIONS

• Alignment and blending of Enterprise value chain with:
operational metrics ➮ analytics and innovation ➮ financial goals ➮ strategies ➮
operational goals ➮ improvement/design projects ➮ controls
• Two-level application of the Lean Six Sigma (Define - Measure - Analyze - Improve
- Control: DMAIC) roadmap:
- Enterprise process level: E-DMAIC
- Project level: P-DMAIC with a true integration of Six Sigma and Lean tools
• Design for IEE (DFIEE) projects that have enterprise needs alignment for:
- Product design
- Process design
- Information technology development
• Creation and presentation of business metrics that get organizations out
of the firefighting mode:
- 30,000-foot-level view: Ongoing operational measurements
- Satellite-level view: Ongoing business/financial measurements
• Insightful synthesis and graphical representation of data:
- The IEE scorecard/dashboard
- Enterprise analytics with innovation
• Better ways to use conventional tools for improved decision making at the

enterprise level:
- IEE 30,000-foot-level and satellite-level charts: Enables assessment of
predictability
- IEE probability plots: Enables performance forecasts
- IEE P-DMAIC roadmap: Provides step-by-step direction for improving

performance

“IEE represents the best of best practices in measurement
and improvement. It transcends Lean Six Sigma and the
Balanced Scorecard. It’s a powerful business system that
blends analytics with innovation and arms everyone in
the organization with the tools needed to contribute to
success. Aptly named, it truly integrates enterprise
excellence.” —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 presents
IEE as an enhanced methodology that can improve organizational efficiency
and effectiveness. The series documents a set of best practices derived
from the strengths of past systems – illustrating the basics of structuring
IEE metrics and a no-nonsense roadmap to initiate process improvement
and achieve substantial benefits. IEE takes Lean Six Sigma and the Balanced Scorecard
to the next level in the pursuit of enterprise excellence.

A new paperback: The Integrated Enterprise Excellence System - an introductory
overview for managers and practioners highlighting:
• merging business and professional challenges of the 21st century
E
• Limitations of “last century” methods
• Enhanced features and benefits of IEE implementation
- for the enterprise
- for the project
- for the manager and practitioner

hree hardcover volumes: Integrated Enterprise Excellence
T
• Volume I - The Basics
• Volume II - Business Deployment
• Volume III - Improvement Project Execution

Integrated Enterprise Excellence: Going Beyond Lean Six Sigma and the Balanced Scorecard
Forrest 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 Business
Integrated Enterprise Excellence (IEE) is an encompassing business system that addresses the above issues, and more; that
is:

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 2. As a business way of life, IEE provides the organizational orchestration to achieve more
customer and cash.

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.

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.
Monthly SCORECARD
Business 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'05
CUSTOMER
Customer 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 0.654525

RED
Yellow 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 0.720
Green 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 0.750

CUSTOMER
Customer 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 1.894069

YELLOW
Customer 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 0.794933

FINANCE
Finance Metric A
Yellow if equal to or higher than
Green if equal to or higher than
3.05
3.1
3.387525
3.05
3.1
2.965966
3.05
3.1
3.042505 2.891057 3.485847 2.867981 2.764183 3.297147 3.301612 2.892969 2.737161
3.05
3.1
3.05
3.1
3.05
3.1
3.05
3.1
3.05
3.1
3.05
3.1
3.05
3.1
3.05
3.1
3.05
3.1
3.0936 2.772979
3.05
3.1
3.05
3.1
GREEN
Finance 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 2.14113

FINANCE
Finance 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 0.920254
Finance 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 0.241
Finance 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 0.247
Green if equal to or higher than Monthly SCORECARD
0.3
0.35
0.3
0.35
0.3
0.35
0.3
0.35
0.3
0.35
0.3
0.35
0.3
0.35
0.3
0.35
0.3
0.35
0.3
0.35
0.3
0.35
0.3
0.35
0.3
0.35
0.3
0.35

INTERNAL BUSINESS
OPERATIONS
Business Unit Name
IBO 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 1.704457
IBO Metric B
Yellow if equal to or less than Measurement 0.16204 0.25 0.178 0.202 0.205 0.176 0.226 0.201 0.197 0.231
0.25
0.20531 0.18053 0.184817
0.25 0.25 0.25 0.25
0.18
0.25 0.25 0.25 0.25 Targets 0.25 0.25
0.25 0.25 Aug'04 Sep'04 Oct'04 Nov'04 Dec'04
Green 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 0.22
IBO Metric C
FINANCE 0.504354 0.568529 0.44906 0.464186 0.446241 0.422419 0.445758 0.475769 0.340339 0.366324 0.354783
0.427692 0.505666

INTERNAL
Yellow 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 0.26

Finance2.60 2.69324 A 2.60 2.60 2.60 2.60 2.60 2.60 2.60 2.60 2.603.387525 2.965966 3.042505 2.891057 3.485847
Metric 2.67166 2.68 2.66 2.67 2.68 2.65 2.67 2.67 2.69 2.60
Green 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 0.21
IBO Metric D 2.66634 2.64814 2.7

BUSINESS OPS
Yellow if equal to or less than 2.60 2.60 2.60
Green if equal to or less than
IBO Metric F Yellow if equal 0.146534 higher than 0.173 0.143 0.163 0.133 0.143 0.143 3.05
2.58
0.113318 0.157456 0.163175 to or 0.113
2.58 2.58 2.58 2.58 2.58 2.58
0.143
2.58
0.143
2.58 2.58 2.58
3.05 2.58 2.58
2.58
3.05 3.05 3.05 3.05
Yellow 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 0.086
IBO Metric G
Green0.078984 0.051823 to0.068 0.110424 0.068515 0.080985 0.076333 0.07306 0.077379 0.103885 0.069867 0.142498 3.1
0.068 0.068
0.043949
if equal 0.055083 higher than 0.068 0.068 0.068 0.068 0.068 0.068
0.068 0.068
or 0.068 0.068 0.068 3.1 3.1 3.1 3.1 3.1
Yellow if equal to or less than 0.06
Finance0.05 1.166667 B 0.05 0.05 0.05 0.05 1.166667 1.333333 0.05 1.230769 1.266667 2.09819 2.254758 2.345674 2.207099 2.316309
0.06 0.06
Metric
0.06 0.06 0.06 0.06 0.06 0.06 0.06 0.06 0.06 0.06 0.06
Green if equal to or less than 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05
IBO Metric H 1.222222 1.222222 1 1 1 1 1.25 1.3125
Green if equal to or higher than Yellow if equal to1.45 higher than 1.45 1.45 1.45 1.45 1.45 1.45 2.2
1.33
1.45
1.33
1.45
1.33
1.45
1.33
1.45 or 1.45 1.45 1.45 1.33 1.33 1.33 1.33 1.33 1.33
1.33 1.33 1.33 1.33
2.2 2.2 2.2 2.2 2.2
LEARNING AND GROWTH
L&G Metric A
Green 5.23666 4.17365 to or higher than 3.67574 4.94651 3.57205 4.92629 4.55868 6.00471 2.25
4.47048
if equal 4.57158 4.54306 4.31449 4.67242 2.25 2.25 2.25 2.25 2.25
Yellow if equal to or less than 5 5 5 5 5 5 5 5 5 5 5 5 5 5
Finance Metric C 4.5 59.6528 74.1863 77.7315
4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5 4.5
0.762611
4.5 4.5
0.958071 1.051227 0.867969 1.158351
LEARNING
L&G Metric B 68.1916 69.643 57.0598 62.4947 54.8459 57.6235 83.5998 66.4914 54.2673
50.719
Yellow if equal to or higher than 65 65 65 65 65 65 65 65 65 65 65 65 65 65
Green if equal to or higher than Yellow if 75 75 to or higher75 75
75 75 equal 75 75 than 75 75 75 0.9
75 75 0.9
75 0.9 0.9 0.9 0.9
& GROWTH Green if equal to or higher than 0.95 0.95 0.95 0.95 0.95 0.95

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 Copyright 1992 – 2006. All rights reserved. Smarter Solutions, Inc. to determine what should be done differently in the overall process,
common-cause output data collectively
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.

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

Traditional Performance Reporting Example – Red-Yellow-Green Scorecard
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'05
Finance 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 2.14
G reen 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

IEE Improved Reporting for Process Assessment and Improvement
Individuals Control Chart N o r m a l P r o b a b ilit y P lo t
99
2.7
2.6 UCL=2.6192 95
90
2.5 80
2.4 70
_ 60
2.3 50
X=2.2583 40
2.2 30 3 2 .6 5 7
20
2.1 10
2.0 5
1.9 LCL=1.8974
1
4 4 4 4 4 5 5 5 5 5 5 5 5 1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.6
0 '0 0 0 0 0 0 0 0 0 0 0 0
g' p t' v' c' n' b' r' r' y' n' l' g'
u e c o e a e a p a u u u R e sp on se
A S O N D J F M A M J J A Histogram
Date 2.2
4

3

2

1

0
1.9 2.0 2.1 2.2 2.3 2.4 2.5 2.6
Response

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.)

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.

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 Relocation
ISBN-13: 978-1-934454-11-4 ISBN-10: 1-934454-11-7 216 pages, paperback, $16.95

Integrated Enterprise Excellence, Volume 1 - The Basics
Four 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 Company
ISBN-13: 978-1-934454-12-1 ISBN-10: 1-934454-12-5 168 pages, hardcover, $27.95

Integrated Enterprise Excellence, Volume 2 - Business Deployment
An IEE system creation manual for leaders and implementation teams. Describes an enterprise
measurement, analysis, and improvement system where organizations transition from
firefighting toward the three R’s of business: everyone doing the right things and doing them
right 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: 978-1-934454-15-2 ISBN-10: 1-934454-15-X 560 pages, hardcover, $54.95

Integrated Enterprise Excellence, Volume 3 - Improvement Project Execution
An 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 University
Keith Moe, Former Group Vice President, 3M
ISBN-13: 978-1-934454-16-9 ISBN-10: 1-934454-16-8 1200 pages, hardcover, $124.95

WHEN PLAYING A CHALLENGE COURSE - GET HELP FROM A PRO!

Visit the Smarter Solutions, Inc. website at www.SmarterSolutions.com to see how IEE
can help your enterprise overcome the challenges of the 21st century.

Download free additional articles from the Smarter Solutions online resource library

Order IEE books direct from the Smarter Solutions store, Amazon.com, Barnes &
Noble, or other book sellers.

Enroll in a scheduled IEE webinar or training session, or schedule a live one-hour or
one-day workshop for your professional society or enterprise.

Standard IEE offerings include:
• Webinars
• Executive overviews
• One-hour and one-day workshops
• Workout/deployment
• Champion training and mentoring
• Green belt
“…a unique and innovative approach to applying Lean
• Black belt Six Sigma.”
• Master black belt
• Design for IEE —René Kapik, MBB, Medical Team Leader,
Precision Fabrics
• Lean Six Sigma graduate workshop
• Rent a master black belt

“What grandmaster chess is to checkers, Integrated
Call or write us for more information Enterprise Excellence is to the organizational improvement
practices being deployed in most businesses today.
Smarter Solutions, Inc. Forrest Breyfogle’s system provides a roadmap that blends
analytics with innovation at both the enterprise and
11044 Research Boulevard project execution levels. It makes Lean Six Sigma sing.”
Austin, TX 78759
—Kenneth E. Case, PhD, PE; Regents Professor
Phone: 512.918.0280 Emeritus, School of Industrial Engineering and
Fax: 512.996.8318 Management, Oklahoma State University; Past
info@SmarterSolutions.com President, ASQ
www.SmarterSolutions.com

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 boulevard
Austin, TX 78759
Phone: 512.918.0280
Fax:512.996.8318
info@SmarterSolutions.com
www.SmarterSolutions.com

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