Lean Six Sigma and Operational Excellence 2.0

Forrest Breyfogle Instructor:
Forrest Breyfogle 
90 Minutes
Webinar ID: 501752

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Price Details
Recorded Webinar
$199 One Attendee
$399 Corporate Recorded

Recorded: Access recorded version, only for one participant unlimited viewing for 6 months ( Access information will be emailed 24 hours after the completion of live webinar)

Corporate Recorded: Access recorded version, Any number of participants unlimited viewing for 6 months ( Access information will be emailed 24 hours after the completion of live webinar)


This session describes how to solve costly business problems and add real value to organizations by applying the best of Lean Six Sigma with enhanced score-carding within an Operational Excellence system.

The session provides a "yes" response (and "how to" execute techniques) to the question "is there a better way" for undertaking operational excellence (OE) and Lean Six Sigma (LSS) deployments so the enterprise financials benefit.

From this session, attendees will be able to:

  • Benefit from a 9-step roadmap for implementing Operational Excellence.
  • Benefit from an enhanced approach for implementing Lean Six Sigma.
  • Understand how to select and report balanced performance metrics so that there is improved process understanding.
  • Describe how to create improvement efforts so that the big picture benefits.
  • Understand how to create and maintain a long-lasting, productive Operational Excellence (OE) culture.

This session will go over the fundamentals of Lean Six Sigma and how to expand the concepts beyond the typical process-improvement project execution model with improved metric identification and predictive performance reporting.

Participants will learn how to reduce the time to complete tasks, enhance the customer experience, and decrease the number of defects and reworks. The expanded Lean Six Sigma concepts discussed will help participants understand the data-based decisions they can make at both the strategic and day-to-day operational level.

Key Learning Objectives:
  • Improve organizational scorecard reporting
  • Create and execute targeted strategies for improving the business
  • Execute an enhanced Lean Six Sigma project execution roadmap
  • Enhance traditional business scorecards through 30,000-foot-level predictive performance reporting
  • Describe how to implement and benefit from an effective Operational Excellence system

Attendee Benefits:
  • Improve process efficiency with analytics
  • Use measurable results to improve performance
  • Improve processes that reduce the time to complete tasks
  • Identify waste and implement changes to reduce defects
  • Use metric tools that help eliminate process variability
  • Positively impact customer satisfaction
  • See how the webinar described techniques can be useful to collectively implement Malcolm Baldrige Quality Award criteria, implement Edwards Deming management techniques, create a Quality Management System (QMS), and develop a long-lasting ISO-9001 system.

Why you should Attend:
  • Operational Excellence (OE) deployments typically examine only (without any formal consistent structure) operations and not the big picture with the inclusion of support functions such as Human Resources (HR), Information Technology (IT) maintenance. This can result in Lean Six Sigma and other improvement efforts working to optimize operational processes instead of an HR hiring process, which may be the bottleneck for the organization.
  • OE deployments do not traditional address commonplace organizational metric and Key Performance Indicator (KPI) reports, which can lead to much firefighting the same issues over and over again resulting in much frustration and wasted efforts that have high costs. Jobs can be lost because of this commonplace reporting issue.
  • OE deployments do not address how traditional goal setting can lead to very bad, if not destructive, behaviors, as illustrated by Enron at the turn of the century, Wells Fargo personnel setting up bogus accounts a few years ago, and organizations playing games with the numbers (costing the company big bucks) to meet arbitrary set monthly or quarterly goals (e.g., number of products shipped each month).
  • Traditional Lean Six Sigma deployment reporting that they saved 100 million dollars but nobody can find the money. Lean Six Sigma Black Belt practitioners can lose their job over this.
  • Traditional Lean Six Sigma deploy practitioners being laid off since only anecdotical statements were made about the benefits of their improvement projects and them not showing benefits of their work from a 30,000-foot-level process-output metric statistical enhancement perspective.
  • OE does not typically address how red-yellow-green, table-of-numbers, and other reports often lead to behaviors that are not good (or very bad) for their organization. These commonplace forms of reporting do not encourage process improvement if responses are undesirable. These forms of reporting do not provide a predictive statement, where if an expected future process-output response is undesirable, there is a need for process improvement.
  • Lean Six Sigma deployments do not typically address how commonplace process capability indices (e.g., Cp, Cpk, Pp, and Ppk) are difficult to understand, can be dependent how samples are collected, erroneous reject/accept lots, and can be gamed to make situations look better than they are.
  • OE does not address how Acceptable Quality Level (AQL) lot testing statistically protects the supplier, not customer, from undesirable lots and does not encourage process improvement when specifications are not met.
  • OE does not address how an organization conducts many Lean Kaizen Events for improvement; however, leadership and customers do not see the benefits of these efforts to the bottom-line. People could lose their job over this.

This webinar provides a "2.0" system for OE integration with Lean Six Sigma for process document, metric reporting, process improvement, and management methodology to resolve all these commonplace business management and reporting issues (so that the big picture financials benefit).

Areas Covered in the Session:
  • What is Operational Excellence
  • How the Integrated Enterprise Excellence (IEE) system provides a structured 9-step roadmap for implementing OE wisely
  • Evolution of Six Sigma and Lean
  • An enhanced Lean Six Sigma Define-Measure-Analyze-Improve-Control (DMAIC) improvement project roadmap
  • DMAIC process improvement phases check sheets
  • Selection of LSS improvement projects so that the big-picture monthly reported EBITDA (earnings before interest, taxes, depreciation, and amortization) or profits increase via of an Enterprise Improvement Plan (EIP)
  • Traditional balanced scorecard metrics issue and resolution
  • A walk down memory lane: Enron, Listeria Contamination, A mail truck accident
  • Traditional table-of-numbers, red-yellow-green scorecards reporting issues and resolution via 30,000-foot-level metric reporting
  • Free access and demo of a 30,000-foot-level reporting app
  • A hospital example that shows:
    • An Integrated Enterprise Excellence (IEE) value chain that structurally links the output of its functional 30,000-foot-level processes metrics with the processes that created them
    • An EIP that shows the metric enhancements that are to be enhanced via Lean Six Sigma or other process-improvement effort
  • References to articles and books for additional information

Who Will Benefit:
  • CEO
  • President
  • C-suite
  • Operational Managers
  • Engineers
  • Quality Managers
  • Six Sigma Black Belts
  • Process Improvement Practitioners
  • Quality Practitioners
  • Functional Managers
  • Quality Managements

Speaker Profile
Mr. Forrest Breyfogle from the University of Texas has an MS in Engineering and a BSME from the Missouri University of Science and Technology.

Mr. Breyfogle began his career with IBM in development as a mechanical engineer and later transferred to the product test organization.

During this time, he became very interested in the benefits of using statistical techniques. From 1980 to 1992, he served IBM as an internal statistical consultant in applying Six Sigma methodology to testing, development, manufacturing, and service organizations.

Forrest's first book, Statistical Methods for Testing, Development, and Manufacturing, was published by Wiley in 1992. Forrest also took a bridge to retirement from IBM in 1992.

After a 24-year career with IBM, Forrest Breyfogle founded Smarter Solutions, Inc. (SSI) in 1992.

Forrest is a Professional Engineer and ASQ Fellow.

Recognized worldwide as a management thought leader and innovator, Mr. Breyfogle has published over 150 technical articles for various publications.

Mr. Breyfogle has conducted many keynote presentations worldwide about business management and process improvement. He has been interviewed by television, radio, and publication editors about managing the dynamics of organizations and the application of all forms of enterprise improvement methodologies.

Forrest and the Smarter Solutions team have conducted many Lean Six Sigma workshops worldwide and consulted with many organizations about enhancing their business measurements and process improvement efforts.

Forrest has coached various individuals and organizations on wisely applying Lean and Six Sigma techniques. Smarter Solutions, Inc. has been honored to serve a distinguished group of Fortune 100 clients and many others in various industries.

Forrest has authored over fifteen business management and process improvement books. Implementing Six Sigma, published in 1999, was the first technical book on Six Sigma. The second edition of this book won the ASQ Crosby Medal in 2004.

Forrest authored (2008-2010) a five-book Integrated Enterprise Excellence (IEE) set that provides management advancements in utilizing and integrating scorecards, strategic planning, and process improvement.

In 2020, Forrest authored Management 2.0: Discovery of Integrated Enterprise Excellence and Leadership System 2.0: Implementing Integrated Enterprise Excellence. These novel-written books are available in audiobook, paperback, and ebook formats.

On May 2, 2023, Forrest and his team were granted the patent titled "Systems and Methods for Measuring and Reporting Enterprise Performance and Making Process Improvements."

Quality Magazine named Mr. Breyfogle Quality Professional of the Year for 2011.

Forrest was awarded Alumni of the Year by the Missouri University of Science and Technology in 2012.

Forrest has served on the Board of Advisors for the University of Texas Center for Performance Excellence. He serves on the board of directors for The Williamson County Institute for Excellence in Nonprofits, Inc.

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