EA-Based Continuous Quality Improvement - Pre-Zachman

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Information about EA-Based Continuous Quality Improvement - Pre-Zachman
Business & Mgmt

Published on December 22, 2008

Author: royroebuck

Source: slideshare.net

Description

This is a 1992 version of a presentation prepared and given since 1989. The formats are a bit skewed because of the transition between multiple tools. This approach dates from 1982. It provides a superset of the 1987 and later versions of the Zachman Framework, as well as the pre-publication versions dating back to 1984.

DRAFT COPYRIGHT RESERVED, ROY E. ROEBUCK III, 1987-1993. December 25, 1993

ROY ROEBUCK ENTERPRISE ENGINEERING Author's Note: I'm circulating this document as a draft. I'm working on a more detailed version for publishing. I'd appreciate any feedback. I'll include any feedback sources in my footnotes and dedications. This document presents my personal interpretation of ideas and experiences in management, physical and social sciences, and philosophy. It integrates these ideas into a model for understanding the world, our place in it, and our response to it. This document is written for the college level and beyond. Portions of the document will seem clear and almost intuitive. Other portions will seem hard to grasp. Taken as a whole, it can seem overwhelming initially. My experience has been that most readers don't get the whole picture the first time through this document. Your feedback can help to rectify that. Thanks. RR. INTRODUCTION: This document presents a general purpose concept from which to develop competitive networked enterprises. The enterprise reaches these competitive gains through effective utilization of information. This concept provides a framework for integrating business, technological and cultural change towards this competitive gain. Implementation of this concept provides a method of continuous quality improvement for most types and sizes of computer-networked organizations. Today's individual and group enterprises are generally operating at less than their potential. I propose that this is primarily because the enterprise does not manage the information flowing and forming within and around it. As a result, the enterprise focuses on non-value added elements, rather than on meeting and exceeding its requirements. The following questions put this situation in a contextual framework. D you w t o decrease ent erprise operat i ng cost s? o ant D you w t o i m o ant prove operat i ve and admni strat i ve perform i ance? D you w t o i dentify w ed resources? o ant ast D you w t o i dentify non-val ue added act i vi t i es? o ant D you w t o i dentify excessi ve dupl i cat i on? o ant D you w t o i ncrease t he sat i sfact i on of your m o ant anagem , m bers, suppl i ers and cust om ent em ers? D you w t o i ncrease account abi l i t y? o ant D you w product i on t o adapt t o requirem s? o ant ent D you w t o enabl e responsi bl e persons t o have det ai l ed and current aw o ant areness of their area of responsi bi l i t y, and t he dynam situat i ons w t hi n and around i t ? ic i D you w control l ed, accurat e and t i m y ent erprise i nform i on i n response t o queries, del i vered i n seconds or o ant el at mnut es or hours rat her than days or w i eeks or m hs? ont o ant plify m D you w to integrate and sim anagem of al l ent erprise act i vi t i es, f unct i ons, r esources and requirem s? ent ent D you w t o operat e froma si ngl e secure pool of di stribut ed i nform i on and dat a rat her than a fragm ed, i nsecure, o ant at ent and incom et e m of separat e files? pl ass PAGE 2

ROY ROEBUCK ENTERPRISE ENGINEERING D you w t o enabl e every m ber of an ent erprise t o understand t heir rol e and t o see i t s i m o ant em portance w t hi n t he l arger i fram ork of the ent erprise mssi on and vi si on? ew i D you w your ent erprise and t eamm bers buyi ng-in t o ent erprise perform o ant em ance and t o draw out t heir comi t m t o m ent change and qual i t y? D you w your ent erprise m bers to achi eve t heir hi gher indi vi dual pot ent i al ? o ant em o ant i D you w your ent erprise t o operat e w t h sm h and control l ed m i ons, com oot ot parabl e t o a trai ned at hl et e? o D you w a m ant ent anagem approach w com by m el ed anagem , l abor , and cust om al i ke? ent ers If you answ yes to any of these quest i ons, t hi s docum di spl ays howt o achi eve t hese capabi l i t i es, i n t he near term er ent . PROLOG: D i pl ent et escribed w t hi n i s a rel at i vel y qui ck i m em at i on m hod for a net w orked ent erprise, at a l ow cost per m ber . T s em hi t echni que gi ves t he ent erprise a t ool ki t t hat provi des al l t he capabi l i t i es i dent i f i ed i n t he precedi ng quest i ons, w t h a correspondi ng i synergistic increase in productivity. T i deas contained here t ook formover the period from1982, begi nni ng as a proj ect for m M er' s degree. I rel ease t hi s i nform i on i nt o he y ast at t he publ i c dom n. Y m copy and di stribut e t hi s docum freel y, and appl y as you see f i t , gi vi ng m credit for the i nform i on ai ou ay ent e at cont ai ned herei n w ch you use. hi W t o t he fol l ow ng address if you have quest i ons, coment s, cr i t i ques, suggest i ons, and m especi al l y i m em at i on case studies. I rite i m ost pl ent amavailable to consult on the concept , and its im entation in various technical configurat i ons. I n ret urn for the use of thi s concept , I ask plem that you rew m in relation to the financial benefit this concept brings to your ent erprise. ard e R R oy oebuck P. O . B 4346 . ox Fal l s Church, V 22044-0346 A Phone: 703- 892- 5237 Fax/ D a: at 703- 892- 2351 Internet: r oebuckr @m com t n. PAGE 3

ROY ROEBUCK ENTERPRISE ENGINEERING A SYSTEMS APPROACH TO ENTERPRISE ENGINEERING ·CHANGING THE ORGANIZATION ·CONTINUOUS QUALITY IMPROVEMENT ·ENTERPRISE MODELING SECTI O I : N CNE O C PT. T docum presents an int egrat ed m t i di sci pl i nary approach t o ent erprise engi neering, enhanci ng t he concept s of reengi neeri ng. his ent ul M i nt ent i s t o ai d al l ent erprises i n cont i nuousl y i m y provi ng t heir hum and busi ness qual i t y. an I offer to hel p each ent erprise inform /appraise/notify/acquaint itself w itself and its environm ith ent. T s particul ar approach i nvol ves t he i nt egrat ed change of the ent erprise' s hum and busi ness com hi an ponent s. I t does t hi s froma perspect i ve of cont i nuous qual i t y i mprovem (C I), by appl yi ng a specific t echni que I cal l general ent erprise m i ng (G M ent Q odel E ). In this regard, I viewthe enterprise as a singl e dynamcal subsyst emw t hi n a l arger dynamcal syst em i t s environm . i i i , ent PAGE 4

ROY ROEBUCK ENTERPRISE ENGINEERING CUSTOMER FOCUSED ACTIVITY CUSTOMER MEASURE CUSTOMER SATI SFACTI ON PRODUCE REQUI RED PRODUCTS SUPPLIER IMPROVE PRODUCTI ON T s di agramrepresent s t he perpet ual flowof inform i on bet w a suppl i er of a product (goods or servi ces) , and t he cust om of that hi at een er product , wt h t he flowreferred t o as t he C om Focus. i ust er U this concept , t he basis of al l Suppl i er operat i ons i s t he C om and t heir R nder ust er equirem s. ent ust er ent s Focusi ng on t he C om requirem draw t he Suppl i er tow ards cont i nuous i mprovem , because t he C om w l l expect al w ent ust ers i ays higher quality products (goods and servi ces) as t i m passes. e T s cont i nuous i m hi provem i s at t he heart of qual i t y m ent s. ent ovem T first phase m he easures t he C om sat i sfact i on w t h t heir current environm , i ncl udi ng t hose product s provi ded by t he Supplier. The ust er i ent Supplier' s potential requirem s com fromt he C om s needs t hat fal l i nt o Suppl i er mssi on/ purpose areas. I t current l y doesn' t m t er ent e ust er' i at w source the C hat er et. ustom is using to get these needs m It is up to the Supplier to strive to satisfy them if it is w n t heir mssi on/ purpose , ithi i area. Wt h aggressi ve efforts at E i i ust er xpect at i ons, t he Suppl i er w l l evol ve t ow xceedi ng C om E ards bei ng t he Suppl i er of C ce by i t s hoi entire potent i al C om base. ust er PAGE 5

ROY ROEBUCK ENTERPRISE ENGINEERING CONTINUOUS IMPROVEMENT (IDEAS AND TERMS) MEASURED CORE PRODUCT DELI VERY CUSTOMER MEASURED MEASURED CUSTOMER MEASURED PRODUCT SUPPORT CORE SERVI CE SATISFACTION OF CUSTOMER PRODUCT PRODUCT DELIVERED MEASURED CUSTOMER RELATI ONS ( SUPPLI ER CULTURE) CUSTOMER SATISFACTION PRODUCTION PRODUCT = A RESOURCE, A CREATED FOR CUSTOMER GOOD OR SERVICE. PRODUCTS PROCESS = AN ACTIVITY FOR CREATING A SUPPLIER PROCESSES PRODUCT. STRUCTURE = THE FRAMEWORK FOR STRUCTURE DISTRIBUTING A PROCESS AND ITS PRODUCT. CULTURE CUSTOMER = ANY POSITION, PERSON, OR PROCESS, WHETHER INTERNAL OR IMPROVEMENT FOR CUSTOMER SUPPLIER EXTERNAL TO THE ENTERPRISE, THAT COMPOSITION REQUIRES AN ENTERPRISE PRODUCT AS CUSTOMER FOCUS INPUT. The follow illustrate a process focusi ng on t he cust om ing er. T suppl i er m he er i easures t he cust om sat i sfact i on w t h a product , w her their product or a com i t or' s. T m het pet hey easure sat i sfact i on w t h i cust omer-support before product del i very, t he product-del i very, t he product i t sel f , t he cust omer-servi ce after the del i very, and t he customer-relations interactions during the entire cycle. A m fter easuring the satisfact i on, t hey det ermne the quality and quantity of cust om expect at i ons, t heir requirem s. i er ent If the suppl i er can m t he expect ed product qual i t y charact eristics and quant i t i es of the cust om , t hey m choose t o produce t he product eet er ay using their existing processes and structure. If the supplier cannot m t he expect ed qual i t y charact eristics and quant i t i es, t hey m choose t o i m eet ay prove t heir product , and/ or the process and structure that creates it or supports it. T supplier then provides their product , m he easures t he cust om sat i sfact i on, and begi ns t he process agai n. er PAGE 6

ROY ROEBUCK ENTERPRISE ENGINEERING THE SUPPLIER/CUSTOMER CHAIN THE PHYSICAL ENVIRONMENT RECYCLER (BASIC RESOURCES/PRODUCTS) (NATURAL AND INDUSTRIAL INORGANIC MATERIAL (UNEXTRACTED OR PROCESSED) RECYCLING OF BY-PRODUCTS TO ORGANIC MATERIAL (UNHARVESTED OR PROCESSED) PRODUCE MATERIAL AND ENERGY, ENERGY (UNHARNASSED OR PROCESSED) AND RECORDING/SHARING OF HUMAN KNOWLEDGE (INITITAL INSIGHTS/EXPERIENCE OR PROCESSED) KNOWLEDGE) CUSTOMERS ONLY CUSTOMER WANT TO PAY FOR SUPPLIER ALL CUSTOMERS ARE (CONSUMER= THE ADDED VALUE (EXTRACTOR) INTERNAL CUSTOMERS, IF BY-PRODUCT THEY REQUIRE. IF YOU DEFINE THE ENTERPRISE SUPPLIER) THEY DON'T BOUNDARY BROADLY REQUIRE IT, IT HAS ENOUGH. THE PRIMARY NO VALUE TO THEM. SUPPLIER IS THE DYNAMICAL PHYSICAL ENVIRONMENT. SUPPLIER (REFINER) SUPPLIER (VAA) SUPPLIER (VALUE SUPPLIER SUPPLIER ADDED (VAA) (VAA) ACTIVITY -VAA) NOTE: INTERCHANGE OF INFORMATION, AND EXCHANGE OF MATERIAL, ENERGY, AND/OR CURRENCY A nother key point in keeping a custom focus is that w all are part of a long supplier/custom chain. er e er N custom w o er illingly pays for som ething they don' t receive or don' t w . ant It is the supplier' s responsibility to eliminate those activities fromthe production process that add no significant direct or indirect value for the er cust om . They do t hi s by m ng m aki ent easurem of cust om sat i sfact i on and consi derat i on of w t he cust om w / expect as the er hat ers ant starting of the production process. PAGE 7

ROY ROEBUCK ENTERPRISE ENGINEERING CONTINUOUS IMPROVEMENT CULTURE CUSTOMER SATISFACTION PRODUCTION PRODUCT IMPROVEMENT CONTINUOUS QUALITY IMPROVEMENT T culture of the enterprise can either enable or disable the custom focus and its product/process/structure im he er provem cycles. ent W a custom ith er-focused culture, a continuous quality i mprovem ent erprise can form ent . Enterprises that focus on their products, processes, structure, and/or culture are going to be less effective at adapting and surviving in their changi ng w orld. T things are im hese ith portant , and m be considered. H ever, w any of these things as a principal enterprise focus, t he ust ow enterprise' s past becom an anchor in a journey to the enterprise goals, rather than a rudder and sails. W a custom focus as rudder and es ith er sails, the enterprise can ride out the turbulent storm of change on the w to its destination. s ay T em o phasize the spiral-life-cycle of continuous qual i t y i mprovem , t hi s expanded suppl i er/cust om m ent er odel show t he perpet ual flow of s improvem efforts and the im ent portance of an enterprise culture that is open t o m anagem of change. ent Acritical elem of an open culture and a custom focused enterprise i s effect i ve and effici ent i nformng, i nvol vi ng, and coordinating ent er i m hods. et PAGE 8

ROY ROEBUCK ENTERPRISE ENGINEERING IMPROVING THE CUSTOMER SATISFACTION LIFE-CYCLE ACHIEVE: 1. FASTER RESPONSE; MEASURED QUALITY LOWER COST; IMPROVEMENT HIGHER QUALITY; AND 4. 1. GREATER ADAPTABILITY. 2. 1. MEASURE SATISFACTION 3. MEASURED QUALITY 4. PROVIDE IMPROVEMENT PRODUCT CYCLE EXPECTED CYCLE TIME 1. MEASURE TIME =40 UNITS SATISFACTION 2. IDENTIFY BASELINE REQUIREMENTS CREATE CONTINUOUS IMPROVEMENTS BY: LEADERSHIP/MANAGEMENT/MEMBER DEVELOPMENT; REDUCING PROCESS/SYSTEM COMPLEXITY (SIMPLIFYING); 3. PRODUCE PRODUCT INCREMENTAL PROCESS/SYSTEM IMPROVEMENTS; PROCESS/SYSTEM (RE)ENGINEERING; AND TECHNOLOGY INSERTION. CURRENT CYCLE CYCLE TIME =100 UNITS TIME s A a result of continuous quality im ent provem , decreased tim is necessary to com e plete a production cycle. T graphic illustrates the intent his behi nd such i mprovem efforts as T Mand B ent Q usiness Process Reengi neering. T overall intent of the custom focus, froma supplier (operational) perspective, i s to continuously reduce the cycle tim of a product i on he er e his s ore transaction. T allow the supplier to respond m quickly t o cust om dem er and, adapt t o changes i n t he environm , and t o save t i m ent e and m oney i n performng t he m i hi ission. Thi s corresponds t o t he princi pl e of accom i shi ng t he mssi on (effect i ve operat i ons) w l e pl i conserving resources (efficient operations). PAGE 9

ROY ROEBUCK ENTERPRISE ENGINEERING A CUSTOMER FOCUSED ENTERPRISE ACTIVITY MODEL SUPPLI ER SUPPORT 0. SATI SFY CUSTOM ERS, ACHI EVE PURPOSE, P R O M M SSI O EFR I N PRODUCT 1. M EASURE CUSTOMER SATI SFACTI O N PRODUCT SERVI CE 1. 1. CURRENT ( AS- I S) SATI SFACTI ON STATE SUPPLI ER/ CUSTOMER RELATI O S N 1. 1. 1. SUPPLI ER SUPPORT ( PROCESS/ STRUCTURE) CHARACTERI STI CS 1. 1. 2. PRODUCT CHARACTERI STI CS 1. 1. 3. PRODUCT SERVI CE CHARACTERI STI CS ( AFTER DELI VERY) CUSTOMER 1. 1. 4. SUPPLI ER/ CUSTOMER RELATI O SN 1. 2. FUTURE ( DESI RED/ EXPECTED) SATI SFACTI ON STATE 1. 2. 1. SUPPLI ER SUPPORT ( PROCESS/ STRUCTURE) CHARACTERI STI CS 1. 2. 2. PRODUCT CHARACTERI STI CS 1. MEASURE CUSTOMER 1. 2. 3. PRODUCT SERVI CE CHARACTERI STI CS ( AFTER DELI VERY) SATISFACTION 1. 2. 4. SUPPLI ER/ CUSTOMER RELATI O SN 2. DETERM NE CUSTOMER PRODUCT REQUI REM I ENT LI FE CYCLE 2. 1. REQUESTED PRODUCTS ( GOODS/ SERVI CES) 2. 2. APPROVED PRODUCT REQUI REMENTS 2. 3. AUTHORI ZED PRODUCTS 2. 4. ALLOCATED PRODUCTS 2. 5. ASSI GNED PRODUCTS 3. PRODUCE REQUI RED PRODUCTS ( GOODS/ SERVI CES) 3. 1. I M PROVE PRODUCTI ON DESI GN CHARACTERI STI CS 3. 1. 1. PRODUCT DESI GN CHARACTERI STI CS 3. 1. 2. PRODUCTI ON PROCESS DESI GN CHARACTERI STI CS 3. 1. 3. PRODUCTI ON STRUCTURE DESI GN CHARACTERI STI CS 3. PRODUCE REQUIRED 3. 2. RESOURCE AND SCHEDULE ( PROGRAM) PRODUCTI ON & I M PROVEMENTS PRODUCTS 3. 3. BUDGET FOR PRODUCTI ON AND I MPROVEMENTS 3. 4. DEVELOP/ ACQUI RE PRODUCTI ON AND I M PROVEM ENT COMPONENTS SUPPLIER PRODUCT ( GOODS/ SERVI CES) 3. 5. FORM PRODUCTI ON SYSTEM 3. 5. 1. PRODUCTI ON STRUCTURE 3. 5. 2. PRODUCTI ON PROCESSES 3. 5. 3. PRODUCTS PRODUCTI ON PROCESSES 3. 6. D STRI BUTE PRODUCTI O I N PRODUCTI ON STRUCTURE 3. 6. 1. PRODUCTI ON STRUCTURE 3. 6. 2. PRODUCTI ON PROCESSES 3. 6. 3. PRODUCTS 4. PROVI DE PRODUCTS 3.1 IMPROVE 4. 1. DELI VER PRODUCTS 4. 2. ACCOUNT FOR PRODUCTS PRODUCTION 4. 3. UTI LI ZE PRODUCTS 4. 3. 1. OPERATE PRODUCTS 4. 3. 2. CONSUME PRODUCTS 4. 4. M NTAI N PRODUCTS AI 4. 5. D SPOSE- O PRODUCTS I F hi s pl T s di agramshow an exam e of the t op l evel A i vi t y of a C om Focused ent erprise. I t show a product i on life-cycl e for a singl e ct ust er s suppl i ed product . U t hi s m as t he basi s for B ness Process R se odel usi eengi neering and for shi f t i ng t he focus of the ent erprise t owards t he cust om . er hi er n E0 T s di agramout l i nes t he act i vi t i es of a cust om focused ent erprise. A ID F form t ed A i vi t y M of thi s out l i ne i s at encl osure 1, at ct odel N 3. ode T m s i n t hi s docum , and t hose at encl osures 1 and 2, are not absolute right answ for the supplier enterprise, but are a start point he odel ent ers for facilitating the engineering of the enterprise. PAGE 10

ROY ROEBUCK ENTERPRISE ENGINEERING USED AT: AUTHOR: ROY ROEBUCK DATE: 06/17/93 X WORKING READER DATE CONTEXT: PROJECT: FORM A CONTINUOUS QUALITY REV: DRAFT IMPROVEMENT ORGANIZATION Top RECOMMENDED NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION Enterprise Executive Enterprise Enterprise Enterprise Enterprise Existing Existing Engineering Emphasis on Model User Budgets Schedules Mission Laws Economic Methods Enterprise Requirements Purpose Conditions Integration EEM Customer Customer Reliance Requirements Product Member Quality Role/ FORM A Measurements Identity CONTINUOUS Process Enterprise Managed QUALITY Quality Measurements Objects IMPROVEMENT Structure Enterprise ORGANIZATION Quality Measurements Culture Adjusted Product Enterprise Demand Boundary Higher Within Customer Environment 0 Satisfaction Enterprise Enterprise Support Members Appropriate Systems Product Inventory Purpose: To create a single generalized model for building and maintaining a continuous quality improvement organization, for Life-Cycle application by specific enterprises. By-Products Viewpoint: The perspective of full awareness of an Dynamic enterprise, equivalent to a fully conscious, aware, Enterprise experienced, and knowledgeable person. Model Dynamic Scope: Any Organization Enterprise Enterprise Culture NODE: -0 TITLE: NUMBER: Top Level Activity, Forming a CQI Organization s pl E 0 ct odel ont ode ust er nt Thi s di agramshow an exam e of an ID F A i vi t y M t op l evel , or C ext (N -0) , di agramof the C om Focused E erprise m at enclosure 1. odel To com plete the A odel odel ctivity M for the ent erprise, t he m ers m have som det ai l ed i nform i on about t he ent erprise. E pl es of ust e at xam such det ai l ed i nf or m i on are above, bel ow and t o t he l eft of t he A i vi t y bl ock l abel ed FO MA C N N O S Q A TY at , ct R O TI U U U LI IMPROVEM ENT ORGANI ZATI ON . T inform he ation to the right of the A ctivity block relates to w the enterprise seeks to achieve, t heir desired goal or output. hat W this inform ith ation, the modelers can begin to look at howto m their existing enterprise functional activities to this m ap odel. T result is he an enterprise-specific C om Focused A i vi t y M . ust er ct odel Auseful context in perform Bing usiness Process R eengineering is to look at the enterprise relations to its larger environm . O w t o ent ne ay do this is to track all enterprise inputs (left) and controls (above) to their m fundam ost ental source. W this perspective, i dentify those ith environmental elem that effect (top, left, below or are effected-by (right) the enterprise and consider themin the m ents ) odeling efforts. PAGE 11

ROY ROEBUCK ENTERPRISE ENGINEERING GENERAL ENTERPRISE MODEL LOCATION STRUCTURE REQUIREMENT ORGANIZATION LIFE CYCLE STRUCTURE CROSS INDEX PRODUCTION RESOURCE UNIT (BILLET) CATEGORY STRUCTURE ACTIVITY FUNCTION MODEL STRUCTURE his T continual flow of im ent provem , focused on custom satisfaction, w er ould derive froma single dynam representation of the ent erprise, ic its custom and its environm , as show above. I call this dynam representation of enterprise a G ers, ent n ic eneral E erprise M , G M nt odel E . Fromthe GM w can generat e a near infini t e num of vi ew of the ent erprise, on an ad-hoc or rout i ne basi s, creat i ng an E erprise E, e ber s nt Inform ation System(EIS), enhancing the inform ing/involving/coordination ability of the enterprise. The precedi ng C I m Q odels are exam es of vi ew derived fromt hi s m . pl s odel e ai er W creat e and m nt ai n a suppl i er ent erprise t hat i s cust om focused and cont i nuousl y i mprovi ng by bui l di ng t hi s E fromt he G , IS EM show here and described i n subsequent pages. n Just as the C I vi ew w derived fromand supported by t he G M ot her vi ew such as t he U D Q as E, s, S epartm of D ent efense Funct i onal Process Improvem E erprise M , or correspondi ng C ent nt odel orporate Models fromother organizations, coul d be derived and supported. A of these display form flow and relationship patterns of business, culture, and technology. ll s, s, PAGE 12

ROY ROEBUCK ENTERPRISE ENGINEERING CONTINUOUS IMPROVEMENT CULTURE GENERAL ENTERPRISE MODEL CUSTOMER LOCATION STRUCTURE SATISFACTION PRODUCTION REQUIREMENT ORGANIZATION LIFE CYCLE STRUCTURE PRODUCT CROSS INDEX PRODUCTION IMPROVEMENT RESOURCE UNIT (BILLET) CATEGORY STRUCTURE CONTINUOUS ACTIVITY FUNCTION QUALITY MODEL STRUCTURE IMPROVEMENT These sym s t oget her represent t he concept of creat i ng and m nt ai ni ng an ent erprise t hat appl i es t he C I phi l osophy. T bol ai Q hey represent bui l di ng and m nt ai ni ng an ent erprise specific C i nous Q i t y Im ai ont ual provem ent erprise, usi ng t he G Mas a st artpoi nt and m ent E ecahni sm. A ent erprise specific i m em at i on of the G Mi s cal l ed a dynamc ent erprise m , D M A D Mserves as a net w n pl ent E i odel E . E orked, aut omated environm t o m ent anage t he life cycl e of al l ent erprise resource requirem s and t o track ent erprise perform ent ance, am ot her uses. ong he E T D Mi s a t ool for int egrat i ng and m anagi ng hum cul t ural change and busi ness change such as T al Q i t y M an/ ot ual anagem (T M or ent Q ) Servi ce (T S , process i m Q) provem , busi ness reengi neering, st affing and struct uring, act i vi t y-based cost i ng, and sust ai ned corporat e ent m ent E anagem . Froma l eadershi p perspect i ve, t he D Mal l ow t he l eaders to scan t he i nt ernal and ext ernal environm and det ermne s ent i contextual inform ation. T use that resultant environm hey ental context inform ation as input to their direction-setting act i vi t y. T s, i n t urn, hi provides the defined future state and t he direct i on t o go i n achi evi ng t hat fut ure st at e. T strat egi c pl anni ng process t hen begi ns m he anagi ng ards he oul t he change of the ent erprise t ow t hat fut ure st at e. T l eader' s direct i on set t i ng act i vi t y w d fit w t hi n t he cust om focus m , i er odel because the leader' s requirem is for the enterprise to achi eve t he fut ure st at e ent A C I cul t ure funct i ons by sensi ng and adapt i ng t o i nt ernal and ext ernal change, al l ow ng t he ent erprise t o respond t o i t s cust om Q i er requirem s and i t s environm . ent ent Q EM EM i Toget her the C I cul t ure and t he G / D form a dynamc managem environm , anal ogous t o a person' s senses, r eflexes, ent ent aut onomc nervous syst em and m ory. i , em These sym s can serve as ent erprise C om Focus l ogos. A so consi der usi ng t hese l ogos i n briefings and l i t erat ure t o hel p t he bol ust er l supplier' s internal and external custom understand their context and relat i ons t o each ot her . ers PAGE 13

ROY ROEBUCK ENTERPRISE ENGINEERING DYMANIC ENTERPRISE MODEL (USER PERSPECTIVE) ORGANIZATION WHO IS RESPONSIBLE? LOCATION WHO HAS THE AUTHORITY? WHO HAS THE RESOURCES? WHERE IS IT DONE? PRODUCTION UNIT (BILLET) REQUIREMENT WHEN? WHO DOES THE WORK? CROSS INDEX HOW MANY? USER QUERY HOW OFTEN? HOW MUCH? FUNCTION WHAT IS DONE? WHY IS IT DONE? RESOURCE WITH WHAT IS IT DONE? ACTIVITY FOR WHAT OUTCOME IS IT DONE? HOW IS IT DONE? A a resul t of bui l di ng t he D M answ to basi c quest i ons about things of interest to an enterprise com w t h speed, val i di t y, and s E, ers e i com et eness, froma num of vi ew pl ber s. E pl es of such quest i ons are: w xam here, w w w , how w t h w , f or w , how m ho, hy, hat , i hat hat any, how m uch, how of t en, and/ or when. A ent erprise m be abl e t o answ quest i ons such as these, singl y or in com nat i on, as quickly and fully as possi bl e, t o reduce ny ust er bi production cycle tim and cost . D e ecisions com fromthe results of such questions. e E m ber or distinct group w ach em ithin the enterprise could use the DMto build an interest profile as a derivat i on of the D M W this E E . ith profile, w then use various inform techniques/technologies to explore, m e ing ine, and link-to internal and external inform ation sources for relevant inform he s ation on predefined and ad-hoc schedules. T interest profile al l ow t he m bers/groups t o be aut om i cal l y i nform em at ed by t he D M E. . PAGE 14

ROY ROEBUCK ENTERPRISE ENGINEERING ENTERPRISE ENGINEERING PRECEPTS We are always part of something bigger. (OUR ENVIRONMENT IS A KNOWN SUBSYSTEM OF A GREATER AND LARGELY UNKNOWN INTERCONNECTED CONTINUUM.) Everything relates to everything else, either directly or indirectly. (ALL THINGS IN THE WORLD ARE SUBSYSTEMS, ALL DIRECTLY OR INDIRECTLY INTERDEPENDENT.) People navigate because they know where they want to go (the big picture) and how they want to get there (the path to follow). If you aren't navigating, you're adapting to needs of the moment. (PERSONS VISUALIZE CHANGE, BASED ON THEIR DEGREE OF PERCEPTION OF THE HIGHER CONTEXT OF THEIR SUBSYSTEM.) Expect opportunities and they'll find you. (CHOICE IS MADE IN RESPONSE TO AWARENESS OF OPPORTUNITIES FOR CHANGE PRESENTED BY OUR CURRENT ENVIRONMENT.) Point, Plan, Implement, Assess, Adapt = Navigating on a Journey . (PURSUIT OF A VISION REQUIRES CONTROLLED AND DIRECTED ACTION TO BRING THAT VISION TO REALITY.) SECTI O I I : N SU R I N B L EFS. PPO T G E I he s i odel et hey y T diagramabove show t he basi c premses for thi s enterprise m i ng m hod. T reflect m personal integration of scientific, social, and system s/spiritual concepts. PAGE 15

ROY ROEBUCK ENTERPRISE ENGINEERING THE EXPANDING WHEEL OF KNOWLEDGE SYSTEM SOCIETY SCIENCE NOTE: Experience Evolving and Insight Mind T guiding definition of m he ent odel anagem in this m i ng t echni que i s M anagem i s t he resol ut i on of com exi t y and di versity i n sci ence ent pl and society into a systemof control l ed order. ( Encycl opedi a of M anagem , 1963). ent T s di agram i s a concept ual represent at i on of recorded hum know edge. I t i l l ustrat es t hat m hi an l anagem i s t he t ask of gui di ng the ent progressi on and i nt egrat i on of percept i on. T s progressi on m hi oves fromone dom n of know edge t o t he next (for exam e, phi l osophy as ai l pl basis of m atics, i n turn as basis of physics, etc. ). athem Indi vi dual s and cul t ures w t hout an effect i ve m i anagem phi l osophy show w correl at i on bet w sci ence, t heir soci et y, and t hei r ent eak een s pl i bel i ef-syst em (for exam e, t heol ogy and phi l osophy). Wt hout a strong m anagem phi l osophy w ng t o find overlappi ng pat t erns and ent orki si ml ar i t i es i n know edge dom ns, t he l i kel i hood of resol vi ng t he com exi t y and di versity of day-to-day exi st ence i nt o si m er stat es i s i l ai pl pl di m ni shed. If an individual or culture cannot reconcile their belief-system science, and social patterns, t hen t hey w l l cont i nual l y operate i s, i fromdualistic and exclusionary basic assum ptions, rather than unitary and i ncl usi ve basi c assum i ons. pt i pt ) Wt h basi c assum i ons (i.e. , a paradi gm of dual i smand excl usi on, t heir percept i ons of the world are fragm ed and separat ed. T s i s ent hi because the

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