Read Online Management 2.0: Discovery of Integrated Enterprise Excellence (Management and Leadership System 2.0 Book 1) DOC
While working at IBM, Forrest Breyfogle III (there is a Forrest V) took a Design of Experiments (DOE) workshop in 1975 that changed his life. From this DOE training, Forrest became excited about the benefits of wisely applied statistical techniques. In the early 1980s, Forrest transitioned to being a full-time internal IBM statistical consultant, a position that he held for ten years until retiring from the company in 1992.Perhaps it was his formal engineering training, Forrest does not know, but it became evident to him that he viewed things differently than traditional process improvement practitioners and management. Forrest believed he offered an enhanced approach for addressing many operational situations; hence, after retiring from IBM, he named the company that he founded in 1992 Smarter Solutions.In the mid-1990s, Forrest, under contract for the company that introduced Six Sigma in GE, conducted his first Black Belt process improvement training in Toronto and Northern Ireland. Forrest’s book, Implementing Six Sigma: Smarter Solutions Using Statistical Methods, was later published in 1999 by Wiley and is arguably the first technical book on Six Sigma. The second edition of this book won ASQ’s Crosby Medal in 2004.Smarter Solutions, Inc. helped many organizations and practitioners apply Lean Six Sigma concepts; however, Forrest observed problems with traditional Lean Six Sigma implementations and practices. Forrest also saw issues with how practitioners and management created and reported metrics and undertook process improvement efforts. Over the years, Forrest documented problems that he observed and what could be done differently to solve them in more than a dozen published books and over a hundred articles.Forrest did not believe he was adequately conveying his message about issues with traditional process improvement and business management practices and what to do differently. Forrest thought that there was a need for a better vehicle to share what he had observed over the years and what organizations and individuals could do to make things better.Forrest concluded that the story dialog of four MBA golfing friends in this book would be a better means to share both the issues that he had observed and what both practitioners and organizations could do differently to address these problems.
