Four Principles for Jump-starting Performance Improvement – Anticipating Resistance (#5 in the series Four Principles for Jump-starting Performance Improvement)
By Forrest W. Breyfogle, III
IEE can be threatening to non-producers in the organization. It doesn’t allow the blame game, fudging of statistics or avoidance of responsibility because management has a crystal-clear picture of what’s working and what’s not. That being the case, implementation of the system may meet with some resistance.
It takes patience and persuasion to put the system into place — but the rewards will be enormous. The gains will be predictable and sustainable. Business strategy will remain on target regardless of a change in management at any level. The chief executive will leave behind a legacy.
Adapted from “The Integrated Enterprise Excellence System: An Enhanced, Unified Approach to Balanced Scorecards, Strategic Planning, and Business Improvement,” (copyright Bridgeway Books., 2008) by Forrest W. Breyfogle III, CEO of Smarter Solutions, Inc., www.smartersolutions.com
Forrest W. Breyfogle, III, is the founder and CEO of www.smartersolutions.com, an Austin, Texas-based company. He has authored and co-authored 11 books and published over 80 technical resources for well known, worldwide publications on Six Sigma, Lean Six Sigma and Lean methods. In 2004, he was the recipient of the American Society for Quality Crosby Medal for his book, “Implementing Six Sigma,” 2nd edition. Breyfogle is an ASQ Fellow and a member of the board of advisors for the University of Texas Center for Performing Excellence.
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