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The Integration of Business Governance and Business Process Architecture
The basic equation Y=f(x) describes the result of a process as being a product of its inputs including the process itself. The result of the tying together all of lower level organizational process Y’s is the organization's high-level process Y’s.
How are companies typically managing their operational Y’s. To survive and thrive companies must constantly improve. It seems logical to simply establish and track the performance of their Y’s against goals throughout the organization. One would think that this would be a good approach, right? But is this reality? Will this approach indentify the best behaviors?
Consider how organizational goals are often determined. Was there an evaluation of the entire organization to determine the important goals for each process so that the total company would benefit financially? Functions that are not the organizational constraints may be given the goal of only maintaining their current level of performance if this form of analysis were done; i.e., , showing no improvements at all.
However, it has been my experience that this rigor is not typically done. More often than not, overall goals are negotiated with the thinking that improvements should be made everywhere in the organization. Red-yellow-green scorecards can be used to track company-wide goals, for example, where red indicates that an objective is not being met and interaction is necessary, while green means the goal is being met and no interaction is necessary.
Lloyd Nelson stated, “If you can improve productivity, or sales, or quality, or anything else, by (e.g.,) five percent next year without a rational plan for improvement, then why were you not doing it last year?" This statement makes a lot of sense. However, it has been my experience that red-yellow-green deployments do not have a structured plan for improvement. Metrics can toggle between red, yellow, and green, where the metric variabilities are just common cause and no improvements are made. This form of goal management to the Y’s is management by hope.
In business process architecture timely management to important process x’s can be essential to get the desired Y’s; however, managing to the Y’s can lead to much firefighting. What is needed is an enterprise measure-analyze-improve-control framework that leads to the 3 Rs of business; i.e., everyone doing the Right things, and doing them Right, at the Right time.
A company-wide system of analysis is needed to diagnose where business process architecture improvement efforts should be focused with a roadmap for organizing projects with the goal of making long-term improvements. Organizations are now seeing the benefits of an Integrated Enterprise Excellence (IEE) system to fulfill these needs.
In IEE we are cautious about how a goal's effectiveness is tracked and assessed. If we measure success by meeting our quarterly numbers, then this can drive numerous sorts of destructive behaviors at quarter-end. Enron is a case where this policy drove very destructive behaviors. Using IEE, a 30,000-foot-level operational process metric in a statistical validated time series shift is what should be used as part of determining goal achievement.
“… (Integrated Enterprise Excellence or IEE is) the most complete and effective operational management system available.” Keith Moe, Group Vice-President, 3M (retired). IEE provides an enhanced, unified approach to balanced scorecards, strategic planning, and business improvement.
IEE was developed by Forrest Breyfogle, III. He is a Professional Engineer and ASQ Fellow who founded Smarter Solutions in 1992. He recently completed a four-volume set of books that provides radical business process architecture advancements in the utilization and integration of scorecards, strategic planning, and process improvement. He is a management thought leader and innovator.
The volume, Integrated Enterprise Excellence – The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement is an overview of a three volume hardcover set (Integrated Enterprise Excellence, Volumes I-III). It discusses how the application of IEE methods, tools, and techniques can overcome the enterprise management challenges of the twenty-first century and the limitations of traditional business measurement systems. You can also visit www.ieeblackbelt.com for more information.
Label size at Stop & Shop (Google)
I went to our local Stop & Shop yesterday to pick up some meat that
was on sale. I noticed they are changing the labels from yellow and
while to green and white. OK, no big deal.
What I thought was rather dumb though, was the printing of the
contents. They reduced the font size to about half what it used to
Lil Wayne - Green & Yellow (OFFICIAL VIDEO Superbowl Version) +Lyrics GREEN BAY PACKERS!
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