Enterprise Excellence Research Articles

Enterprise Excellence through Growth Strategy and Risk Management

The Enterprise Excellence (EE) philosophy is a holistic approach for leading an enterprise to total excellence by achieving a sustainable significant growth in revenue and profitability, and a reduction in business cycle ti

Sustainable Enterprise Excellence: towards a framework for holistic data-analytics

Purpose – Sustainable Enterprise Excellence (SEE) is defined and developed through integration and expansion of business excellence modeling and sustainability thought. The intent is to enable simple yet reliable enterprise assessment of triple bottom line (TBL) performance and produce actionable enterprise foresight that can enable next best practices and sources of sustainable competitive advantage through innovation. Design/methodology/approach – Key elements of SEE are identified from various business excellence and sustainability reporting sources, including the Global Reporting Initiative, the UN Global Compact 10 Principles, and criteria of the European Quality Award and America's Baldrige National Quality Award. From these a model and key criteria are distilled, maturity scales developed, and a simple means of assessment presented. Findings – A compact model and supporting maturity assessment approach similar in structure to those behind established excellence awards are developed that enable ente...

Sustainable Enterprise Excellence and the Continuously Relevant and Responsible Organization

Innovation and sustainability are critical to the design, activities, results, and financial viability of organizations. These support one another, with “sustainable innovation” addressing economic sustainability, and “innovating for sustainability” addressing societal and environmental sustainability. These have gained traction as partial means of confronting economic, environmental and societal challenges, but the growth rate of these challenges has thus far exceeded trajectory, scale, and velocity issues surrounding enterprise innovation and sustainability efforts and capabilities. Innovation and sustainability of the necessary trajectory, scale, and velocity are strategically integrated to deliver what we refer to as innovating sustainability. This provides an accelerated means path toward sustainable enterprise excellence, and hence toward the asymptotic aspiration of being a continuously relevant organization. Introduced for the first time are the concepts of innovating sustainability, sustainable enterprise excellence (SEE), and continuously relevant organizations (CRO).

Modeling and Assessing Sustainable Enterprise Excellence

ABSTRACTThe enterprise excellence and modern sustainability movements have developed along near parallel timelines. Skilled use of enterprise excellence systems has been documented to significantly boost performance across an array of key domains, including financial, human capital, operations and supply chain, and other areas. Notably absent are social and environmental performance, with their absence attributable to the inadequate emphasis on enterprise excellence of these domains. Similarly, although the triple bottom line is core to the sustainability movement, many adherents of sustainability approach its people and planet domains with ardor, yet virtually neglect its profit domain. A simple model of sustainable enterprise excellence and accompanying maturity assessment regimen are introduced and advanced as a means of merging these movements to drive an equity, ecology and economy triple top line strategy to produce triple bottom line people, planet and profit performance with innovation and organizational design playing pivotal roles in both the model and its assessment. Copyright © 2013 John Wiley & Sons, Ltd and ERP Environment

CONTINUOUS RELEVANCE & RESPONSIBILITY: INTEGRATION OF SUSTAINABILITY & EXCELLENCE VIA INNOVATION

Purpose: Sustainable Enterprise Excellence or SEE weds core elements of corporate governance, sustainability, and enterprise excellence with the goal of advancing organizational progress toward the asymptotic objective of being continuously relevant and responsible. There are many possible enablers of and approaches to SEE realization. Innovation is among such critical enablers so that the role of innovation in SEE and a process for embedding innovation in the enterprise are explored. Use of innovation to integrate sustainability and enterprise excellence is particularly emphasized.Methodology & Approach: Two types of innovation are especially relevant to sustainable enterprise excellence: innovation for sustainability and sustainable innovation. The first of these focuses on targets of innovation with sustainability at their core, particularly with respect to environmental or social dimensions of sustainability. The second of these, sustainable innovation, is concerned with creating a culture wherein innovation is native. Sustainable innovation and innovation for sustainability are melded to produce Socio-Ecological Innovation or SEI. Formal SEI elements are considered, an approach for SEI deployment is suggested, and SEI maturity with respect to these elements is assessed.Findings: Ten basic and ten advanced SEI enablers are identified and integrated and a method for embedding and assessing the maturity of these is provided, after which a simple assessment presentation approach is proposed.Implications for Further Research: Better understanding of SEI enablers is needed as is more clear understanding of what overall SEI maturity entails. The cited SEI enablers and maturity assessment method should be refined as greater understanding of SEI evolves.

AN EXCELLENCE EQUATION: (E3 GOVERNANCE + 3E STRATEGY) -> 3P PERFORMANCE

Purpose: Governance, sustainability, and enterprise excellence are united in an effort to promote continuously relevant and responsible organizations through Sustainable Enterprise Excellence (SEE), defined as: • SEE results as a consequence of balancing both the competing and complementary interests of key stakeholder segments, including society and the natural environment, to increase the likelihood of superior and sustainable competitive positioning and hence long-term enterprise success that is synonymous with continuously relevant and responsible governance, strategy, actions and results. • This is accomplished through an integrated approach to organizational design and function emphasising innovation, operational, supply chain, customer-related, human capital, financial, marketplace, societal, and environmental performance. The intent of this approach is to ethically, efficiently and effectively (E3) integrate 3E (equity, ecology, economy) Triple Top Line strategy throughout enterprise governance, culture and activities to produce simultaneously pragmatic, innovative and sustainable Triple Bottom Line 3P (people, planet, profit) performance results. Methodology & Approach: Key elements and methods capable of assessing and advancing organizational progress toward SEE are identified, organized and developed.Findings: Innovation, human capital, and foresight are key enablers of SEE. A SEE model called the Springboard together with Maturity Scales, graphical NEWS Compasses, and Narrative SWOT Plots that aid performance assessment and advancement are developed.Implications for Further Research: Relationships of various SEE drivers to SEE performance are in need of further exploration wherein NEWS Compasses, Maturity Scales, and the Springboard may be further refined as SEE understanding advances.

The C4 Model of People-Centered Innovation: Culture, Consciousness, and Customer-Centric Co-Creation

Quality in its contemporary incarnation is commonly referred to as organizational excellence, enterprise excellence, business excellence, or performance excellence. While technology may serve as a key enabler of enterprise excellence, enterprise excellence itself is in large enabled by the human dimension both in terms of ideation and effort. The human dimension manifests in many ways, with people-centered innovation representing a critical intersection of the market environment and the enterprise’s human capital or the individual inventor. Innovation in all its faces and forms can be more effectively and strategically attained through collaboration that extends throughout the enterprise, to its supply chain, and ultimately to the marketplace itself, that is, cooperation between the enterprise and the culture(s) it serves via the process of co-creation. Understanding of, sensitivity to, and leverage of culture as broadly construed is an underdeveloped aspect enterprise excellence. As considered herein, innovation contributes to enterprise excellence through conscious and customer-centric collaboration between the enterprise and the culture. As such we explore intersections among cultural anthropology, innovation, and enterprise excellence by more thoughtfully elaborating the interface between the enterprise and the customer (user) culture, including society.

Viral Innovation: Integration via Sustainability & Enterprise Excellence

Enterprises face mounting challenges in three generic sustainability domains that form the basis of the so-called triple bottom line: economic sustainability, societal sustainability, and environmental sustainability. In most instances, it is the primacy of economic sustainability that is emphasized since an enterprise that is not economically secure does not survive. Despite the importance of sustainability’s economic dimension, increasing regulatory requirements taken together with societal demands are forcing enterprises to address both their impact on the natural environment and their contribution to society. Indeed, taken together these considerations form a sort ‘holy trinity’ that are necessary as both singular and joint considerations for enterprises striving to be continuously relevant and responsible. Environmental impacts and societal contributions can take many forms and thus far the environmental and societal challenges facing enterprises have, when considered comprehensively, outpaced the capability of enterprises to successfully address them. Since enterprises must be economically sustainable, an enterprise excellence approach supported by various international quality award models and criteria is herein recommended. This is augmented with emphasis on strategic, high-speed integration and deployment of sustainable innovation and innovation for sustainability. The goal in taking this approach is to aid organizations in their quest for continuously relevant and responsible actions and results.

The Art of Invention: The Creative Process of Discovery and DesignSteven J.Paley. Amherst, NY: Prometheus Books, 2010. 236 pages. US$20.00.

Books reviewed in this issue: The Art of Invention: The Creative Process of Discovery and Design Enterprise Excellence: A Practical Guide to World-Class Competition Operations Rules: Delivering Customer Value through Flexible Operations Taming Change with Portfolio Management: Unify Your Organization, Sharpen Your Strategy, and Create Measurable Value

Role of Enterprise Excellence Initiative

The Enterprise Excellence (EE) philosophy is a holistic model for leading an enterprise to total excellence byfocusing on the needs of the customer whether within the state, the nation, and the world. The rate of change intoday’s competitive world is constantly increasing. Competition is forcing businesses to be well funded and atthe same time, customers are becoming unpredictable.These requirements are creating practical problems of the modern world and the applied research initiative willsolve these problems. For example, applied research from enterprise point of view will focus on uncovering whatneeds are not being met within a targeted market and use that information to begin formulating products orservices (including existing products) that will be attractive and desirable. Therefore, to catalyze thetransformation of economies tied to these industries, the Enterprise Excellence Initiative (EEI) must be nurturedand developed.

Process improvement projects shortcomings and resolution

PurposeThe purpose of this paper is to describe a business management system that addresses the following issue: Lean Six Sigma, total quality management, and other process improvement efforts center on the execution of process improvement projects; however, often these projects (e.g. Lean Six Sigma Black Belt projects) are identified in silos and do not benefit the business as a whole, e.g. $125 million is reported saved, but nobody can find the money.Design/methodology/approachThe paper “Where process‐improvement projects go wrong,” Wall Street Journal, January 25, 2010 (www.smartersolutions.com/blog/forrestbreyfogle/?p=2726) elaborates on the shortcomings of typical process improvement efforts by building an analog between process improvement programs and a spring's stress‐strain curve – stretching, yielding, and failing. To address the described issues, process improvement efforts need to be part of an overall enhanced business management system in order to have long‐lasting success. This structured organizational framework should integrate predictive scorecards with targeted strategies creation that blends analytics with innovation, which lead to the establishment of functional performance goals that pull for the creation of enterprise‐as‐a‐whole‐beneficial improvement projects, which positively impacts these target objectives.FindingsThe described nine‐step Integrated Enterprise Excellence (IEE) business management system provides the framework for achievement of these above‐described needs. The IEE system, for example, blends analytics with theory of constraints, competitive assessments, and economic environment so that created project work efforts have a whole‐system‐performance measurement benefit.Research limitations/implicationsIn Lean Six Sigma and Lean kaizen event programs, improvement projects are often selected from a brainstorming‐list of potential opportunities. Initial gains when starting such a deployment can be achieved; however, this effort typically stalls out and the process improvement teams are laid‐off when times get tough. The reason for this rough‐time downsizing is that the previous team process improvement project efforts were not, in the eyes of executives, expended in areas so that a significant overall enterprise benefit was achieved. IEE provides a business management system for addresses these issues so that business improvement efforts have a whole‐organization benefit.Practical implicationsThe IEE system can be used by management to address the business management problems of the day, e.g. management issues that led to the financial crisis and the problems that Toyota is now experiencing.Originality/valueMany who have studied the IEE system have said that this system provides a framework for how business should be run and should be taught in business schools.

Building TQM by integrated strategies for B2B industry: Next-generation lighting technology in Taiwan

When petroleum prices rose markedly, light emitting diode (LED) products gradually garnered increased attention as they are as energy efficient as solar energy and wind power. The LED industry follows the B2B model. The B2B model involves the marketing characteristics of high customer loyalty, high customer switching cost, specific marketing channels and distinct enterprise image (brand cognition). Taiwan accounts for more than 20% of the global market share for LED products. However, increasing the gross profit rate is difficult owing to insufficient R&D capabilities and poor integration methods. By improving business effectiveness to build total quality management (TQM) via integrated strategies, Taiwan can create enterprise excellence, and thereby expand market share. This study discusses the implementation and effects of integrated strategies from the perspective of value chains. Internal strategies of production and technology focus attention on production efficiency, and external strategies of supply and marketing emphasise firm cooperation and alliances. However, no absolute distinction exists between internal and external strategies. Analytical results can be used for forecasting industry trends and formulating business policy.

A modern framework for achieving enterprise excellence

PurposeThis paper aims to present a quality and business improvement framework based on Six Sigma/design, measure, analyze, improve, and control (DMAIC); design for Six Sigma (DFSS); and Lean principles. An historical perspective on these methods is also provided.Design/methodology/approachThrough a discussion of the fundamental components of Six Sigma, DFSS and Lean a deployment strategy is developed. This approach is consistent with Deming's philosophy of quality improvement and is based on his system of profound knowledge.FindingsA quality/process improvement effort that utilizes Six Sigma and DMAIC, DFSS, and Lean can form two of the three basic building blocks of a company‐wide quality management system.Research limitations/implicationsSome implications for education of future business leaders in a variety of disciplines including engineering, statistics and business administration are discussed. More widespread education about DMAIC and the associated problem‐solving tools is needed.Originality/valueThis paper provides practical guidance for implementing quality and productivity improvement across a wide range of industrial and business endeavors.

Cycle of success: a strategy for becoming agile through benchmarking

Small companies are facing intense pressure to transform their processes in order to improve the agility of their operations. With the assistance of the Small Business Development Center for Enterprise Excellence, affiliated to the University of Texas at Arlington, small manufacturers are successfully transforming their operations by benchmarking and improving the agility of their processes. During the last six years of this center’s operation, a particular sequence of strategies labeled the cycle of success has proven to be very successful for companies attempting an agile transformation through benchmarking. The cycle of success, which includes the strategies of networking, benchmarking, mentoring and continuous improvement, is presented along with case studies of four companies which have utilized it effectively. In each case study, a brief description of how the company used the cycle of success and the results of their efforts are provided.

Activity-based costing: A necessity for the future of manufacturing

“Continual improvement.” “Enterprise excellence.” Are these merely the manufacturing buzzwords of the 9Os? Perhaps, but more likely, these two phrases represent a trend in manufacturing that is beginning now and may well continue far into the future. The increasing globalization of the marketplace and rapid technological changes in the manufacturing environment have created a fierce arena of competition for U.S. manufacturing businesses. In order to maintain a position as a viable competitor in this arena and, more importantly, to achieve any competitive advantage, companies must adopt strategies that integrate environmental, market, and technical opportunities in the most efficient and effective manner (Turney, 1989). This is where continual improvement and enterprise excellence come into play. Continual improvement focuses on improving all activities related to bringing a product to market, not just the manufacturing process. These activities include “research, design, development, marketing, finance, production, packaging, etc.” (Brimson, 1991, p. 5). Enterprise excellence focuses on improved product design, a better product mix, and removal of waste from operating activities (Brimson). While some may argue that the goals of enterprise excellence have been espoused by manufacturing firms for years, experts in the field such as Robin Cooper and Robert S. Kaplan of the Harvard Business School contend that these goals cannot be achieved without a commitment to continual improvement (“Activity-Based Costing,” 1989). Furthermore, Cooper and Kaplan assert that an integral part of developing and implementing a continual improvement strategy involves revamping manufacturing firms’ productcosting systems. The product-costing system developed by Cooper and Kaplan and already adopted by some manufacturing companies is activity-based costing (ABC). ABC has been described as playing a large part in the “ongoing search for opportunities to improve and attain competitive advantage” (Turney, 1992, p. 21). This report will explain how an activity-based costing system (ABCS)

Activity accounting: an activity-based costing approach

Activity Accounting and Enterprise Excellence. The Changing Business Environment. Activities, Activity Accounting, and Cost Management. Why Activities. Activity Analysis. Activities of an Industrial Enterprise. Activity Cost. Calculating an Activity Cost. Tracing Activity Cost. Activity Product Cost. Glossary. Index.

Introductory Applied Probability.

Chapter 1: Introduction. Law of Unintended Consequences. Enterprise Excellence. Enterprise Excellence Model. Continuous Measurable Improvement. Achieving Enterprise Excellence. Key Points. Chapter 2: Managing and Leading Enterprise Excellence. Lead People - Manage Things. Management Systems. Leading Enterprise Excellence. The Leadership Model . Leading and Managing Teams. Effective Meetings. Understanding and Overcoming Resistance to Change. The 3Cs: Communication, Cooperation, and Coordination. Key Points. Chapter 3: Enterprise Excellence Deployment. Enterprise Excellence Infrastructure . Deployment Measurement, Analysis and Reporting. Enterprise Excellence Deployment Planning. Establishing Enterprise Excellence Policies, Guidelines and Infrastructure. Key Points. Chapter 4: Enterprise Excellence Implementation. Management and Operations Plans. Enterprise Excellence Projects. Enterprise Excellence Project Decision Process . Planning The Enterprise Excellence Project. Tollgate Reviews. Project Notebook. Key Points. Chapter 5: Listening to the Voice of the Customer. Voice of the Customer (VOC). Answering the Voice of the Customer. Technology Development. Development of Products, Services and Processes. Quality Function Deployment. CDOV Process. Key Points. Chapter 6: Define (Knowing and Understanding Your Processes). Understanding Process Variation. Acquire All Process Documentation. Process Mapping. Value Stream Mapping. Value Stream Analysis. Process Walkthrough. Failure Modes and Effects Analysis. Key Points. Chapter 7: Measure. Process Measurement. Statistical Process Control. Statistical Process Control Charts. Control Charts Analysis. Variation. Type of Control Charts & Applications. Attribute Control Charts. Process Capability Analysis. Measurement Systems Evaluation (MSE). Gauge Reproducibility & Repeatability (R&R). Transactional MSE. Key Points. Chapter 8: Analyze and Improve Effectiveness. Analysis of Variance. One-Way ANOVA. Two-Way ANOVA. Linear Contrasts. Design of Experiments. Key Points. Chapter 9: Analyzing and Improving Efficiency. 5S Process. The Seven Forms of Waste. Takt Time. Cycle Time. Routing Analysis. Spaghetti Diagram. Work Content Analysis. Process Availability Analysis. Process Yield Measures. Cycle Time. Just in Time. Kanban. Mixed-Model Production. A B C Material Handling. Workable Work. Workload Balancing. One Piece Flow. Work Cell Design. Kanban Sizing. Key Points. Chapter 10: Control and Continuous Measurable Improvement. Management Systems. Statistical Process Control. Visual Controls. Graphic Work Instructions. Mistake Proofing (Poka-Yoke). Single-Minute Exchange of Die (SMED). Total Productive Maintenance. Rapid Improvement Events. Continuous Measurable Improvement. Key Points. Appendix A: Bibliography. Appendix B: Glossary. Appendix C: Basic Math Symbols. Appendix D: List of Acronyms.

Introductory Applied Probability

Chapter 1: Introduction. Law of Unintended Consequences. Enterprise Excellence. Enterprise Excellence Model. Continuous Measurable Improvement. Achieving Enterprise Excellence. Key Points. Chapter 2: Managing and Leading Enterprise Excellence. Lead People - Manage Things. Management Systems. Leading Enterprise Excellence. The Leadership Model . Leading and Managing Teams. Effective Meetings. Understanding and Overcoming Resistance to Change. The 3Cs: Communication, Cooperation, and Coordination. Key Points. Chapter 3: Enterprise Excellence Deployment. Enterprise Excellence Infrastructure . Deployment Measurement, Analysis and Reporting. Enterprise Excellence Deployment Planning. Establishing Enterprise Excellence Policies, Guidelines and Infrastructure. Key Points. Chapter 4: Enterprise Excellence Implementation. Management and Operations Plans. Enterprise Excellence Projects. Enterprise Excellence Project Decision Process . Planning The Enterprise Excellence Project. Tollgate Reviews. Project Notebook. Key Points. Chapter 5: Listening to the Voice of the Customer. Voice of the Customer (VOC). Answering the Voice of the Customer. Technology Development. Development of Products, Services and Processes. Quality Function Deployment. CDOV Process. Key Points. Chapter 6: Define (Knowing and Understanding Your Processes). Understanding Process Variation. Acquire All Process Documentation. Process Mapping. Value Stream Mapping. Value Stream Analysis. Process Walkthrough. Failure Modes and Effects Analysis. Key Points. Chapter 7: Measure. Process Measurement. Statistical Process Control. Statistical Process Control Charts. Control Charts Analysis. Variation. Type of Control Charts & Applications. Attribute Control Charts. Process Capability Analysis. Measurement Systems Evaluation (MSE). Gauge Reproducibility & Repeatability (R&R). Transactional MSE. Key Points. Chapter 8: Analyze and Improve Effectiveness. Analysis of Variance. One-Way ANOVA. Two-Way ANOVA. Linear Contrasts. Design of Experiments. Key Points. Chapter 9: Analyzing and Improving Efficiency. 5S Process. The Seven Forms of Waste. Takt Time. Cycle Time. Routing Analysis. Spaghetti Diagram. Work Content Analysis. Process Availability Analysis. Process Yield Measures. Cycle Time. Just in Time. Kanban. Mixed-Model Production. A B C Material Handling. Workable Work. Workload Balancing. One Piece Flow. Work Cell Design. Kanban Sizing. Key Points. Chapter 10: Control and Continuous Measurable Improvement. Management Systems. Statistical Process Control. Visual Controls. Graphic Work Instructions. Mistake Proofing (Poka-Yoke). Single-Minute Exchange of Die (SMED). Total Productive Maintenance. Rapid Improvement Events. Continuous Measurable Improvement. Key Points. Appendix A: Bibliography. Appendix B: Glossary. Appendix C: Basic Math Symbols. Appendix D: List of Acronyms.