September 29, 2008
Kailash C. Kapur
University of Washington
PO Box 352650
Seattle WA 98195-2650
SUBJECT: Nomination for the Deming Medal
Dear Mr. Kapur:
ASQ Section 1414, Austin, TX, is honored to nominate Forrest W. Breyfogle III for the Deming medal.
Per requirements we are submitting this nomination by October 1, 2008. Materials for this nomination
were obtained from the nominee, members of ASQ Section 1414, my personal knowledge and
background research, and the 2007 application. Please let us know if there is anything else we need to do
relative to fulfilling requirements for this nomination.
1. Full Name of the person being nominated: Forrest Wesley Breyfogle III
2. Information for contacting nominee:
Organization name: Smarter Solutions, Inc
Address: 11044 Research Blvd., Suite B-400
City, State, Postal Code: Austin, TX, 78759
E-mail address: firstname.lastname@example.org
3. Name of sponsoring group: ASQ Section 1414, Austin, TX
Lead person/proposer: Mike Harkins
4. Information for contacting proposer:
Organization name: ASQ Section 1414
Address: 2110 Walsh Dr.
City, State, Postal Code: Round Rock, TX, 78681
Phone number: (512)255-2114 (home) or (512) 426-9493 (cell)
Fax number: NA
E-mail address: email@example.com
ASQ Austin Section 1414 QMP Chair, 2008 - 2009
Nomination for the Deming Medal
Nominee: Forrest Wesley Breyfogle III
Question 1. Give evidence of the nominee’s understanding the new style
of management as described by Dr. Deming.
Forrest Breyfogle has proven his knowledge of the concepts taught by Dr. Deming throughout most of his
career. This section shows evidence of that through his writings and many accomplishments that have the
aim of improving quality and ultimately, business results through the Deming chain reaction. Forrest has
tailored his writings to that most difficult of audiences, management. Because of this, the terminology
often sounds more like it came from the board room than from an esteemed quality practitioner. But as
Dr. Deming stated, that is where quality is made.
In Forrest’s writings, over half directly refer to Dr. Deming to recognize his ideals and philosophy and to
amplify and explain his ideas holistically because of their interactions and sometimes subtle implications.
The remainder of Forrest’s publications (books, articles, Blogs, and training materials) addresses issues
that directly support aspects of Dr. Deming’s system of profound knowledge. Like Dr. Deming, Forrest
started out with the application of statistical techniques and later saw the profound implications for
management and how management can apply tools that work at various levels of the organization: a
Forrest’s early career at IBM was built around process improvement via application of statistical methods
and tools rather than merely attempting to fix the symptom. He started out both applying and teaching
others to apply statistical techniques. He quickly moved into a more influential role learning that working
at the management level is key to business transformation.
As an IBM development design engineer in Austin, Texas, Forrest applied and helped others
wisely use statistical and process improvement techniques in product design so that defects were
eliminated before manufacturing start-up.
Forrest’s success with statistical techniques resulted in reassignment as a full-time free agent
process and business improvement consultant and expert. In this role, he assessed business
systems to identify and implement improvements. Forrest worked as an internal statistical
consultant for the final 12 years (1980-1992) of his career with IBM. During this time he helped
people solve problems and worked as a stimulus for fundamental organizational process
improvement. He reported into development’s product test function. However, he influenced
functions at IBM Austin and many other sites.
Forrest’s studies and mentoring led him to become a strong advocate of Dr. Deming’s principles.
Forrest strived to explain the benefits of Deming’s concepts to others in any way he could. For
example, Forrest set up lunch time showings of Dr. Deming’s video tapes at IBM Austin so that
others could learn and benefit from his principles.
Early on, Forrest became a strong proponent of prevention. He developed analytical methods that
allowed designers and experimenters to better understand and improve the performance of their
systems early in the design phase so that customer needs were better met. His methods focused
on improving the entire system to avoid potential problems rather than merely working on the
elimination of recognized failures.
Forrest became an expert in Design of Experiments (DOE) and he presented and published
materials on experimentation and analyses to drive a better understanding of the system
dynamics, rather than just making pass/fail quality judgments. These efforts supported Forrest’s
belief that providing the workforce with tools and skills is one of the keys to business success. It
is also point 13 of Deming’s 14 points for management.
To help disseminate the wise use of statistical methods in the development product test function,
Forrest took the initiative in IBM to stimulate the creation of a Product Test and Assurance
Statistical Test Guide. Forrest contributed most of the original sections. Others from the IBM
statistical community later contributed sections to the manual.
In the late 1980’s and early 1990’s, IBM initiated a Six Sigma program throughout the
corporation. Forrest determined that the process promoted within IBM was unlikely to be
successful because of the arbitrary goals established (#10 of Dr. Deming’s 14 points) and because
the methodology was weak and unsupported by top management. This experience helped Forrest
to develop an appreciation for a system and a profound understanding of the role of top
management in making the transformation.
Forrest saw that there was a need for a book that illustrated the power of wisely applying various
tools to business issues. This led to Forrest’s first attempt at a book that would document his
ideas for the holistic improvement of processes and systems. That book, Statistical Methods for
Testing, Development, and Manufacturing, was published by Wiley in 1992 while Forrest was
still employed at IBM. The book integrates and describes statistical tools with a focus on process
improvement (# 5 of Dr. Deming’s 14 points) and improved customer satisfaction and delight.
Dr. Deming’s 14 points were included and discussed in the book. Forrest included his roadmap of
improvement developed at IBM along with many examples of the wise application of tools for
process improvement to manufacturing, development, and transactional processes.
In 1992, Forrest left IBM and founded Smarter Solutions. With an understanding of business
improvement methods, Forrest worked to build a viable systematic methodology to help company
managers understand the benefits of Dr. Deming’s principles and then train managers and staff to
apply these principles to their organization.
While watching the quality movement around the world transition from TQM towards Six Sigma,
Forrest recognized the benefits it could provide because of its focus on methodology and its intent
to get management buy-in by speaking to them in terms they understand. But he also clearly saw
the weaknesses. Forrest used the Six Sigma methodology as a banner to reach businesses that are
ready to adopt business improvement. However, he added foundational elements of the Deming
philosophy in a form he has dubbed “Integrated Enterprise Excellence” (IEE). This is a basic
management philosophy that has been improved and refined over the years to allow management
to have a methodology that is as profoundly effective as the basic quality tools used in quality
circles for years. This revelation is also the foundation of a new 4 book-volume series that was
published in 2008, which builds on Deming’s principles (more about this under question 2).
Forrest created his company to be consistent with Dr. Deming’s fourteen points and his concept
of continuous improvement. Forrest’s company, Smarter Solutions, Inc. (SSI) grew to the point
where more people were needed to spread the message. Forrest suddenly realized that he was
now top management of his own company. So to practice what he preaches, he has encouraged
his workforce to learn about and adopt Deming’s 14 points and theory of profound knowledge as
part of their day-to-day business practices. His own organization has often been the testing
ground for experimentation, and improvement methods designed to improve the entire end-to-end
system from development of services to sales and delivery to his customers.
Just as Dr. Deming often re-stated and clarified his 14 points, Forrest continually works to
improve the IEE model and roadmaps for both management and practitioners to use and improve
the systems in their organizations. With IEE, organizations can replace fire-fighting with fire-
prevention, but it requires a transformation of the type espoused by Deming.
Forrest has conducted workshops throughout the world helping organizations benefit from lean
six sigma methodology and the IEE system based on Dr. Deming’s new style of management.
The creation and development of the IEE system is documented by Forrest’s eleven published books.
Each book supports and/or applies Dr. Deming’s philosophy to business systems.
Statistical Methods for Testing, Development, and Manufacturing (1992), shows how planned
experimentation can be a valuable tool to move away from quality through inspection.
Implementing Six Sigma: Smarter Solutions Using Statistical Methods (1999) is much more than
a traditional Six Sigma book. This 791 page book uses the Six Sigma banner to show
organizations how to improve using Dr. Deming’s principles. This book describes how to
assimilate an improved method of managing and executing improvement projects to provide a
stimulus for business transformation. This book was widely acclaimed and so successful that the
publisher later requested an update. As in Forrest’s first book, Dr. Deming’s 14 points and many
other Deming principles are included.
Managing Six Sigma: A Practical Guide to Understanding, Assessing, and Implementing the
Strategy That Yields Bottom-Line Success (2000) shows how Dr. Deming’s principles can be used
as a basis for a business strategy under the banner of the Six Sigma business improvement
methodology. This title has been translated into over five languages due to the overwhelming
recognition of its value. Dr. Deming’s 14 points are again included and referenced in the book.
A second edition of Implementing Six Sigma: Smarter Solutions Using Statistical Methods (2003)
and its Solutions Manual was published to provide a more detailed reference for managers and
practitioners. Additions to the book focus on business system improvement methods, along with
more detail on high level business measures, improving on the basic concepts of IEE. This 1187
page book has been used in colleges and other Six Sigma training as a complete reference to
process improvement and business transformation. This book was awarded the ASQ Crosby
Medal in 2004. The Crosby Medal is presented to the author of the most important book of the
year contributing significantly to the extension of the philosophy and application of quality
management principles, methods, or techniques.
In 2001 and 2004, Forrest jointly authored two fictional books. Wisdom on the Green: Smarter
Six Sigma Business Solutions is a story of friends that relate business improvement to personal
improvement. Lean Six Sigma in Sickness and in Health: an Integrated Enterprise Excellence
Novel uses the medical profession to show how improved measurement methodologies and Lean
Six Sigma tools can benefit workers and organizations. Each of these books provides a
compelling case for managers of both manufacturing and transactional organizations to embrace
the benefits of a process improvement system that leads to beneficial business transformation.
In 2008, Forrest authored a series of four books which define and describe how to implement
IEE. The book series is entitled Integrated Enterprise Excellence. These books describe all
aspects of IEE from an introduction to the basics to the details of improvement project execution.
Most importantly, these books describe a methodology which ties Dr. Deming’s principles
directly to the world of business through improvement of the entire enterprise.
Forrest has authored over 90 articles in many respected professional periodical publications such as
Quality Progress and Quality Digest. He is routinely sought after as a top reference to the transformation
of business using experimentation and process improvement techniques founded on Dr. Deming’s
principles. These publications include a Six Sigma chapter in the Certified Quality Engineering
Handbook and a Taguchi chapter in the Tool and Manufacturing Engineers Handbook: Volume 7
Continuous Improvement. Forrest was also selected by APQC as the subject matter expert in a
benchmarking study of Six Sigma and process improvement business strategies.
Question 2: Give evidence of contribution to Dr. Deming’s Philosophy.
Forrest Breyfogle has contributed greatly through articles in professional publications and periodicals to
building on the Deming philosophy of management. For example, the last four ASQ Quality Progress
November issues (2002 – 2006) include articles by Forrest describing enhancements to Dr. Shewhart’s
control charting methodologies. These enhancements improve the alignment of several traditional control
charting techniques to Dr. Deming’s description of common and special cause variability and process
improvement in general.
Even though the philosophy of Dr. Deming is appropriate, the institutionalization of his philosophies has
often not taken hold in many organizations as a fundamental organizational system for business
measurements and improvements. Forrest’s IEE developed system allows a business to transform its
practices to better follow Dr. Deming’s ideals, thus contributing to Dr. Deming’s philosophy.
This IEE business management system provides a roadmap for business measurements and improvement
to transform the business. In this top to bottom guide, organizations define their value chain and assign
performance measures so that measures are consistent with the business needs and lead to the right/best
activities throughout the enterprise. These performance measures are reported such that special and
common cause events are separated.
Employees of all levels are involved in the learning and implementation of the IEE methodology in their
organization. When common-cause results from these metrics are not desirable relative to customer or
business needs, an improvement project can be created. IEE ensures that the improvement efforts focus
on the business systems and the quest for profound process knowledge. This created system is consistent
with Dr. Deming’s fifth point in his 14 points: “Improve constantly and forever the system of production
and service, to improve quality and productivity, and thus constantly decrease cost.”
The IEE step-by-step project execution roadmap is consistent with the Deming cycle of Plan-Do-Study-
Act. The integration of tools into the IEE system is unique and provides one of the clearest paths for a
business to advance towards the observance/following of Dr. Deming’s 14 points and the quest for
Forrest’s IEE system is integrated into every SSI training vehicle and consulting/coaching efforts.
Students are not only trained in his methodologies, but Forrest uses the IEE system to drive towards Dr.
Deming’s view of the ideal business. This allows the SSI instructors and consultants to experience IEE
methods and Dr. Deming’s philosophies in an actual business environment. This leads both students and
clients to recognize that IEE is more than a theory, but is a real and successful system that can be utilized
for benefit at their own company or organization.
The IEE system can become an enabling tool to adopt Dr. Deming’s principles in business. The IEE
methodologies reflect and help deploy Deming’s system of profound knowledge in the following ways:
1. Appreciation for a System: Understanding that all the parts of a business are related in such a
way that if you focus on optimizing one part, other parts may suffer. Dr. Lloyd S. Nelson stated
in Deming’s Out of the Crisis: “If you can improve productivity, or sales, or quality, or anything
else, by (e.g.,) five percent next year without a rational plan for improvement, then why were you
not doing it last year?” That is, the simple setting of organizational goals using red-yellow-green
or other scorecards throughout the organization – with no rational plan for improvement – can
lead to much firefighting and sub-optimizations. As Dr. Deming observed, these “improvements”
can negatively impact other business-system parts and the enterprise as a whole. When the
enterprise is viewed as a whole using the IEE system, predictive statements can be collectively
assessed to determine where whole-business process improvement efforts should focus so that the
overall business benefits. IEE Volume III, Improvement Project Execution, shows how to
achieve this knowledge of systems at the project-execution level, while Volume II in this series,
Business Deployment, describes this knowledge-of-systems integration at the enterprise level.
2. Knowledge of Variation: The premise is the understanding that variation comes from many
sources including those outside the system and that response to these variations are quite different
based on their source. In IEE, the organizational functional flow and the performance measures
for these functions is described in a value chain. This long-lasting value chain framework
describes what the business does through an interconnection of processes and how these functions
are measured. Value-chain metrics track business-function performance separating, through a
satellite-level and 30,000-foot-level metric reporting system, common-cause variation from
3. Theory of Knowledge: Organizational knowledge systematically increases when there is a
governance system that first blends what is functionally done in an organization with
measurements for these functions. This value-chain framework has metrics so that there is a
high-level and then cascading measurement performance tracking system for describing processes
in terms of common-cause and special-cause variability. This creates a long-lasting system that is
independent of organizational changes; i.e., the organizational chart is subordinate to the value
chain. Value chain metrics do not change with organizational changes; however, the ownership
for value-chain metrics can.
4. Knowledge of Psychology: This is the people part of how processes and systems work. Bad
stress is when people feel they are not in control. Good stress is when people feel they have
control over the situation. Traditional dashboards show problems without a clear read on why or
how to fix it. IEE addresses the knowledge of psychology by providing a roadmap for a system in
which people have control not only for making improvements through the execution of projects
(IEE, Volume III) but also the management of the enterprise as a whole (IIE, Volume II).
Forrest has decided that promoting these concepts to top organizational leaders is of the utmost
importance. To that end, he is using free 1-hour webinars and free 1-day introductory courses in IEE
concepts aimed at convincing leaders that the source of quality is them. Only with their leadership, can
the transformation take place. As stated previously, organizational leaders not only have to support it,
they truly need to know what to do (see page 3).
Forrest Breyfogle is never content with resting on his laurels. He is excited and energized about taking
his techniques and ideas to the next level. To that end, he finalized a new 4 book-volume series, which
was published in 2008. These books build on his prior work and the foundational Deming principles that
he has captured previously in other works. The books focus heavily on making IEE the core element of
the enterprise’s measure-analyze-improve system; i.e., taking traditional business systems to a Deming-
principle- alignment level. Forrest is using this series of books to promote and persuade managers and
executives that core foundational methods of IEE will allow them to make systemic improvements within
their companies and organizations. Quality comes from the top, and these books again emphasize that
concept and help make the concepts developed by Dr. Deming more pertinent and aligned with businesses
in 2008 and beyond!
Question 3. Show how the nominee has applied the theory of
management to effect a transformation or be well
Forrest works to help corporate leaders go beyond traditional scorecard metrics that can drive the
wrong activities and improvement projects. For example, Lean Six Sigma projects might appear
beneficial but often they don’t positively impact the enterprise (people and company) as a whole
and address true customer needs. This is the suboptimization that Dr. Deming warned of.
The following describes how Forrest and his company, Smarter Solutions, Inc., helped Oracle
Packaging implement Integrated Enterprise Excellence (IEE). The IEE technique, which was
created by Forrest Breyfogle, applies many of the methodologies espoused by Dr. Deming and
others while preserving the overall aim of the company (constancy of purpose).
An early adapter of the IEE system is the Oracle Packaging Company of Winston-Salem. This
company is a manufacturer of packaging materials with $160M in annual sales, including 30
million pounds of aluminum foil produced by the Oracle Metals business unit.
Recognizing the need for transformative change, Oracle CEO Scott Dickman, a member of the
Tulsa, Oklahoma Young President’s Organization (YPO) sought advice from a YPO colleague,
the CEO of BAMA, Paula Marshall who had previously engaged Forrest Breyfogle and Smarter
Solutions to raise BAMA compliance with Dr. Deming’s principles to a new level. Since then,
BAMA has won the Malcolm Baldrige National Quality Award, and now suggests that BAMA
suppliers work with Smarter Solutions to improve their processes. Ms. Marshall recommended
that Oracle Packaging also engage Forrest Breyfogle and Smarter Solutions.
Forrest’s company, Smarter Solutions, offers education uniquely built around the four basic
concepts of the Integrated Enterprise Excellence system:
• Aligning and synchronizing the enterprise value chain with operational metrics
• Identifying projects that resolve enterprise needs
• Insightful synthesis and graphical representation of data
• Creatively using conventional tools for improved business decision making
Following executive familiarization with fundamental IEE concepts, the joint IEE team drafted a
preliminary enterprise improvement plan for the Metals business unit. The plan for IEE
implementation was presented to senior management in a briefing.
The plan included three major components in preliminary form, tailored to the enterprise level
requirements of the Metals business unit:
An IEE value chain
An IEE enterprise improvement plan
An IEE execution strategy
Using a customized form of the Lean Six Sigma “Define-Measure-Analyze-Improve and
Control” (or DMAIC) process adapted for use at the enterprise level, they developed an IEE
overview of the Metals business unit.
SSI worked with Oracle Packaging on the initiation of an Enterprise process Define-Measure-
Analyze-Improve-Control (E-DMAIC) business governance system at their Metals facility. This
E-DMAIC system was developed by Forrest Breyfogle, where its step-by-step roadmap is
described in Volume II of his new 4-book volume series.
This E-DMAIC system in the improve phase has an enterprise metric improvement need “pull”
for the creation of an improvement project. The process improvement project then would follow
a project DMAIC (P-DMAIC) roadmap, an extension of the traditional Lean Six Sigma DMAIC
project execution roadmap. The step-by-step P-DMAIC roadmap for process improvement
project execution is described in Volume III.
Upon approval of the plan by Scott Dickman and the Oracle management team, Rick Haynes,
SSI consultant and Master Black Belt, was assigned to assist the Oracle IEE implementation task
group in the joint execution of the IEE implementation roadmap. For the next 5 months, the
team followed the IEE enterprise level implementation roadmap, initially defining and measuring
the performance of the Metals unit in terms that were aligned with operational level metrics. An
IEE Master Black Belt from Smarter Solutions spent one week a month on site with the Oracle
team, and participated in two planned 30 minute consultations each week when not on site.
By the second month, initial analysis of the measurements collected by the team documented a
significant pull for initiation of the first improvement project – a drastic reduction in WIP (Work
in Process). The long standing practice in the mill was to have as many as 400 coils of
aluminum – with a value of over $3 million – in inventory on the plant floor. IEE analysis of
critical metrics indicated that WIP inventory could be reduced to less than half of that amount
with no impact on production. After encountering some initial resistance, the Plant Manager was
able to use the results of IEE analysis to demonstrate the validity of the change, and implemented
the identified improvement in the WIP process.
By month three, implementation of the WIP improvement project not only worked as planned, it
also had the added benefit of reducing lead time from as much as 5 weeks to as little as 18 days.
The Plant Manager, Richard Goforth, observed, “We had production meetings with all of the
shifts, explaining what we were doing, explaining what result we were hoping to see from this
and giving them the opportunity to make suggestions - and also give input to where we were
going; how we could do it better”.
As described by the Business Process Improvement manager, Tanya Roberts, “I think a lot of
times they thought that this was just another flavor of the day and they only had to tolerate us for
a couple hours and then we’d go away. But as we worked through the project and they actually
began to see the results and understand the impact that they had on the work in progress you
could see that they were 100 percent behind it and they believed that it was working.”
Data definition, measurement, and analysis in other enterprise business areas continued,
revealing another strong pull for project creation in sales and marketing. Preliminary IEE
analysis of data collected on a continuing basis indicated that an adjustment to minimum order
quantity could have positive effects on enterprise profitability.
In the following months, the Metals unit entered the control phase of the deployment of IEE
enterprise wide, putting into effect IEE measurement, reporting and review procedures, while
developing implementation plans for additional improvements in the coming months.
The success of the transformation is attested to by CEO Scott Dickman: “We have seen a change
in the attitude deep down in the organization here on the metal side. At first they thought IEE
was just the new pet project of the management team and – but when they saw the results it
really started generating some excitement.”
In a matter of weeks, major improvements were noted by Plant Manager Goforth: “The overall
effect of IEE in the metals operation has been reduced working capital, a decrease in process
lead time, and improved throughput – with no change in operating expenses.”
After six months, the initial IEE system implementation at Oracle Metals was complete.
Looking to the future, CEO Dickman observes: “I think it applies to all parts of the operation. I
don’t think it’s just in operations, I think we can do it in finance, I think we can do it in the way
we process orders, I think we can do it in customer service, I think we can expand this
throughout the organization.”
Ernie Holley, Oracle VP of Operations concluded “…we have tremendously improved this
operation, and I attribute that to Smarter Solutions and their guidance and their leadership…”
The transformation Dr. Deming refers to is a basic change of philosophy. That has happened at
Oracle, and the results are proving it:
Manufacturing operations are now aligned with the need to maximize earnings before
interest, taxes, depreciation, and amortization (EBITDA). This is a high-level business
need that totally supports Oracle’s business and its customers.
Sales, Manufacturing, and internal customers have common goals to improve the
business as a whole, not just their specific department.
Manufacturing realized a 25% increase in throughput.
Working capital was reduced significantly.
These improvements resulted in a reduction of lead time to 50% of industry standards;
this was one area that the company thought it could excel at, and they were right!
Better lead time positions the company to fulfill customer needs more promptly as
demanded by many of their customers.
Cost of production was also improved by 5% through a reduction in raw materials needed
Another project in the works is expected to reduce scrap cost by 50%.
New business opportunities were also identified through the IEE process through the
adjustment of product mix.
A 20 minute video of Oracle’s experiences with Forrest’s approach as observed by the CEO and
other members of the Oracle staff can be found on his website . A 6 minute version is also
If the above work with Oracle sounds a lot like the Deming Chain Reaction, it is. Forrest’s
methodology has been to build on Dr. Deming’s ideas and to move to an approach that can be
implemented by any enterprise in business today. Nonprofit organizations and all sizes of
businesses and government entities can benefit from Forrest Breyfogle’s IEE approach to
improving the enterprise.
Forrest is a consultant and his business is making other enterprises more successful. He does this
through training, consulting, and coaching enterprises through his IEE improvement processes.
Forrest freely shares his knowledge through free workshops and webinars that have given many
a taste of what the IEE system is all about. It is, indeed, a never-ending cycle of continuous
improvement that Forrest Breyfogle and his team propose for all enterprises. All they need to do
is follow his lead as many already have (see references).
-End of Application-
References: Some references travel frequently and may be difficult to contact. To
address this, nine references and several reference letters are included.
Phone and Email Topics in the nomination form about which the
Contact Information reference is knowledgeable
Mike Frihart Business Transformation at Bama.
512-328-0280 Support and advancement of Dr. Deming’s philosophies.
KandJMoe@aol.com Keith is a retired executive VP from 3M.
416-683-6124 (business) Business Transformation Success at CIGNA Currently
Leslie Behnke 647-669-6815 (mobile) Vice President of Process Improvement and Service
LBH424@aol.com Quality, TD Bank, Toronto, Canada.
Support and advancement of Dr. Deming’s philosophies.
Michael Jones 251-979-9475 (Mobile)
Mike is an ASQ past president.
901-291-5511 The beginnings of Business Transformation Success at
(512)797-0384 Support and advancement of Dr. Deming’s philosophies.
firstname.lastname@example.org Past medal winner and associate of Dr. Deming.
847-304-2902 (Office) Support and advancement of Dr. Deming’s philosophies.
Bill Wiggenhorn 847-987-6704 (Mobile) Bill is a retired president from Motorola University and VP
Bwiggenhorn@aol.com from Motorola
Business transformation success at Oracle Packaging from
a CEO perspective. Note: A video acknowledgement of
Scott Dickman Please copy Hank Bird
the transformation at Oracle featuring CEO Scott Dickman
may be found at http://www.smartersolutions.com/
Business applications at Kansas Big Brothers Big Sisters
Dawn DeArmond Inc. utilizing a Smarter Solutions trained Master Black
Reader Note: Several letters of recommendation are attached from some of the esteemed business leaders
listed above. These letters also show that business leaders believe in Forrest and his methodologies for
improvement as well as his qualifications for the Deming medal.
Deming Medal Nomination - Breyfogle - 2008.doc