Shingo model handbook

It requires a widespread commitment throughout the organization to execute according to the principles of operational excellence. A culture must be developed where every person in the organization demonstrates a high level of respect for every other person. Developing a culture of mutual respect and humility takes a consistent commitment over a sustained period of time. Principle Lead with Humility One common trait among leading practitioners of operational excellence is a sense of humility.

Humility is an enabling principle that precedes learning and improvement. A leaders willingness to seek input, listen carefully and continuously learn creates an environment where associates feel respected and energized and give freely of their creative abilities.

Ideas can come from anywhere. One can learn something new from anyone. Improvement is only possible when people are prejudice in their pursuit of a better way. There is no greater measure of respect for the individual than creating a work environment that promotes both the health and safety of employees and the protection of the environment and the community. Environmental and safety cultural commitment that begins with leadership.

When leadership is committed, then the organization creates and supports appropriate systems and behaviors. People development has emerged as an important and powerful cultural enabler and goes hand-in-hand with principles of operational excellence. Through people development, the organization creates the new scientists that will drive future improvement.

People development is far greater than just classroom training. It includes hands-on experiences where people can experience new ideas in a way that creates personal insight and a shift in mindsets and behavior.

An organizations leaders must be committed to developing people and expanding the knowledge base. Leaders come to realize that expenses for education and training are necessary investments for long-term health; as such, the commitment to this investment does not waver. For an organization to be competitive, the full potential of every single individual must be realized. People are the only organizational asset that has an infinite capacity to appreciate in value.

The challenges of competing in global markets are so great that success can. Elimination of barriers to that innovation becomes the responsibility of management. Fundamental to the Shingo model is the concept of teaching people the key principles the why behind everything they do. When people understand why, they become empowered to take personal initiative. Managing a team of people who share a deep understanding and commitment to the key concepts and principles is much easier than managing the work of those who are only doing what they are told.

Empowered employees who understand relevant principles are far more likely to make good decisions about the direction and appropriateness of their ideas for improvement. Similarly, when employees have a clear sense of direction and strategy and have a real-time measure of contribution, they become a powerful force for propelling the organization forward.

Principle Respect Every Individual Respect is a principle that enables the development of people and creates an environment for empowered associates to improve the processes that they own. This principle is stated in the. Lead with Humility Because I lead with humility the principle ; therefore, I am open to good ideas and innovation from anywhere in the organization the value.

Because I lead with humility the principle ; therefore, I accept responsibility and enable change the value. Because I possess humility the principle ; therefore, I seek, trust and follow the direction of those with a responsibility to lead the value. Respect Every Individual Because we respect every individual the principle ; therefore, we always place safety first the value.

Because we have respect for every individual the principle ; therefore, we empower people to act independently the value. Because we have respect for every individual the principle ; therefore, we make all of our key communications open. Respect must become something that is deeply felt for and by every person in the organization.

Respect for every individual naturally includes respect for customers, for suppliers, for the community and for society in general. Individuals are energized when this type of respect is demonstrated. Most associates will say that to be respected is the most important thing they want from their employment. When people feel respected, they give far more than their hands; they give their minds and hearts. This is because these values are whats that fail to answer for people the question of why.

The principle Respect Every Individual answers the question of why. Respect for every individual becomes a powerful why for many of the values espoused by great organizations. For example, simply stating important values The table on the following page will provide examples of ideal behavior for leaders, managers and associates.

The list is intended to provide examples of ideal behavior that flow from two guiding principles and should not in any way be considered as an exhaustive list. All leaders routinely spend time at the actual work locations where the actual work is performed.

Leaders continuously seek the input of others, listen to their input and adapt their actions based on what they learn. Leaders in all areas demonstrate a willingness to learn and publicly acknowledge important insights they have gained. Leaders take responsibilitiy for applying principles of operational excellence in their own lives and ensure these principles become the foundation of organizational culture.

Leaders engage people at all levels in defining ideal, principle-based behaviors and support managers in the alignment of all business and management systems. Leaders develop systems to ensure they remain publicly accountable for their own principle-based behavior seeking feedback from all levels and across the entire enterprise.

Leaders ensure products and services do not have an unintended negative impact on the sustainability of communities and the planet. All managers constantly work with others to better align systems with ideal behaviors as defined by the guiding principles. Managers act as coaches and mentors to others in the execution of principle-based systems and are constantly receiving personal and organizational feedback for improvement.

All managers are visible in the work space and demonstrate an openness to listen and learn from others. Managers across the enterprise ensure associates have the information they need to be successful in their work and push decisions out and down to the appropriate levels. Managers create a safe and productive work environment, keeping the safety of all associates as the highest of all priorities.

Managers regularly review the skills and competencies required of all associates and work with each one to provide appropriate opportunities for associates to gain new insight. Managers ensure appropriate systems are in place to protect the environment and support for the communities where they are located. All associates, every day, demonstrate a commitment to the policies, principles and standards developed for the areas in which they work.

Associates seek out and learn from others in the organization including leaders, managers and peers. All associates take full responsibility for their own personal development in relation to their contribution to the enterprise. Associates demonstrate an eagerness to learn new skills, take initiative and share their learning and success with others. D2: Continuous Process Improvement Continuous improvement begins by clearly defining value through the eyes of customers. Expectations must be clearly communicated so systems can be designed to meet customer needs.

Every employee must know what good is, whether his or her process is creating good product or service, and they must know what to do if it is not. As associates learn to identify and eliminate waste, they will, by necessity, follow Dr. Shingos advice: Improvement means the elimination of waste, and the most essential precondition for improvement is the proper pursuit of goals.

We must not be mistaken, first of all, about what improvement means. The four goals of improvement must be to make things easier, better, faster and cheaper. Particular emphasis is placed on a quicker, more flexible response throughout the system.

The focus for continuous improvement cannot be only quality or cost but instead must incorporate all aspects of value as perceived by the customer, including innovation, quality, cost, flexibil-. Continuous improvement focused on flow of value requires both scientific thinking and the capacity to identify and eliminate waste things that interrupt the continuous flow of value. Principle Focus on Process A process focus recognizes that all outputs, whether product or service, are created by processes acting upon inputs.

This simple truth is often overlooked: Good processes will produce the intended output, as long as proper inputs are provided. Process focus also helps focus problem-solving efforts on process rather than people. A complete shift to process focus eliminates the tendency to find the culprit person who made the mistake but rather leads to a pursuit of the real culprit process that allowed the mistake to be made.

Thus, process focus also supports the cultural enablers, creating an environment where learning. Simplicity is the ultimate sophistication. Leonardo Da Vinci from mistakes can become a powerful element of continuous improvement. Principle Embrace Scientific Thinking A focus on process lends itself to scientific thinking, a natural method for learning and the most effective approach to improvement. All associates can be trained to use scientific thinking to improve the processes with which they work, creating a culture that provides common understanding, approach and language regarding improvement.

Scientific thinking is also results-based, placing a premium on defining and communicating desired outcomes throughout the organization. There are a variety of models for scientific thinking, such as PDCA plan,. Principle Flow and Pull Value Flow thinking is the focus on shortening lead-time from the beginning of the value stream to the end of the value stream and on removing all barriers waste that impede the creation of value and its delivery to the customer.

Flow is the best driver to make processes faster, easier, cheaper and better. Other potential drivers such as unit cost or process variability are too narrowly focused, distorting priorities and delivering suboptimal results. A cost focus is particularly dangerous when it creates perverse incentives and budget manipulations incidental to actual improvement.

Pull is the concept of matching the rate of production to the level of demand, the goal in any environment. Yet pull is not feasible or cost-effective without the flexibility and short lead times that result from flow.

Focusing on flow will lead to improvements, including better safety and morale, more consistent quality with fewer defects, increases in ontime delivery and flexibility and lower costs, without running into the traditional trade-offs.

In addition, daily and weekly results become more consistent and predictable. Principle Seek Perfection It is important to understand that the continuous process improvement journey has no end. This explains Dr. Shingos philosophy that one should always look for problems where there doesnt appear to be any.

This is contrary to the traditional belief: If it isnt broken, dont fix it. The pursuit of perfection reveals. Principle Assure Quality at the Source Assuring quality at the source is the combination of three important concepts: 1 do not pass defects forward, 2 stop and fix problems and 3 respect the individual in the process.

Defects are a source of instability and. There is always waste, and the more a process is observed the more waste will be seen. While focus on process guides and directs the improvement efforts, seeking for perfection is the engine that keeps improve-.

The pursuit of perfection reveals that there are always opportunities for improvement. Organizations must commit to stopping and fixing processes that are creating defects, rather than keeping products or services moving while planning to fix the issue later. Proper use of the human element in the process for thinking, analysis, problem solving and the implementation of countermeasures is vital to continuous improvement. The term problemsolving may imply that after a solution is implemented, improvement is done.

Seeking perfection and scientific thinking combine to find countermeasures, not game-ending solutions, and then revisits the issue again and again, pursuing perfection without really expecting to find it. Stability in processes is the bedrock foundation of any improvement system, creating consistency and repeatability.

Stability is a prerequisite for improvement providing a basis for problem identification and continuous improvement. Almost all of the continuous improvement principles rely on stability. Stability is the precursor to achieving flow. Many of the rationalizations for waste are based on the instability of processes, as if they are beyond our control. Instead, we should apply the basic tools available to reduce or eliminate instability and create processes that enable the identification and elimination of waste.

Direct observation is a supporting principle tied to scientific thinking. It is in fact the first step of the scientific method. Direct observation is necessary to truly understand the process or phenomenon being studied. All too frequently, perceptions, past experience, instincts and inaccurate standards are misconstrued as reality. Through direct observation, reality can be seen, confirmed and established as the consensus.

Processes Standardize Processes While stability is a necessary precondition for creating flow and improvement, standardization builds control into the process itself.

Standardization is the supporting principle behind maintaining improvement, rather than springing back to preceding practices and results.

Standardization also eliminates the need to control operations through cost standards, production targets or other traditional supervisory methods. When stan-. Supervisors are freed up for other tasks, when they are not required to monitor and control the work process. Flow and pull value combined with focus on process lead to the necessity of defining value streams and focusing organizational attention on them.

A value stream is the collection of all of the necessary steps required to deliver value to the customer. Defining what customers value is an essential step to focus on the value stream. Clearly understanding the entire value stream, however, is the only way for an organization to improve.

However, it is usually the case that better results at a lower cost can be achieved by simplification. Shingos life work in mistake proofing is centered on this principle. Many of the seven forms of waste are in fact the result of information deficits. Making information visual is the supporting principle that when combined with simplification solves the information deficits.

Identify and Eliminate Waste Identify and Eliminate Waste Identification and elimination of waste is a practical concept for making processes flow, thus it becomes a primary focus of continuous improvement.

Waste elimination is a powerful supporting principle because it is easily understood by everyone associated with a value stream, compared to the complex concepts and computations often associated with cost per unit, cost variances, statistical variability and other complex metrics. One way to view waste is that it is anything that slows or interrupts the continous flow of value to customers.

In the end, identifying and eliminating waste is a concept that effectively engages the entire organization in the continuous improvement effort. From a leaders perspective, it requires great courage to stop the process long enough to understand the root cause and take counter-measures that prevent the process from reoccurring.

For the leader, this often means trading any short-term loss for substantial long-term gain. From a managers perspective, systems must be in place to ensure that any result that varies from the standard, even slightly, creates an expectation of and support for immediate action. We often call this swarming. From an associates point of view, no defect passed forward requires a mindset of ownership and accountability.

Everything should be made as simple as Albert Einstein possible but not simpler. He frequently shared examples of specific situations where data was collected, but it was not the correct data or the data wasnt actually being used in the improvement process.

Finally, he was adamant that the understanding of the actual process be so detailed that when. Thus, reconciliation is required between the predicted results and the actual results, making the improvement process truly data-driven.

The principle is that when data is treated loosely or imprecisely, there is a tendency to leave potential improvement on the table or, even worse, to not achieve any improvement at all. The following table provides examples of ideal behavior for leaders, managers and associates. The list is intended to provide examples of ideal behavior that flow from this single guiding principle and should not in any way be considered as an exhaustive list. Every leader consistently evaluates their own behavior related to each of the principles.

Leaders ensure continuous improvement is a part of their daily standard work and are accountable to others for their improvement. Leaders in all areas create a healthy tension between celebrating accomplishments and setting goals to move to the next level. All leaders in every area of the organization encourage the establishment of stretch goals and encourage managers and associates to push themselves to levels of performance that do not seem possible.

Leaders consistently ask for and expect to see the application of appropriate tools to understand root cause prior to implementing countermeasures.

Leaders expect and support the role of managers in designing and constantly improving systems at the business, management, improvement and work levels as the first course of action when results are less than expected. Every leader understands and balances the organizational focus on both behaviors and results, holding themselves and others accountable for both. Managers in all areas devote a significant amount of their time up to 80 percent ensuring the management systems of the organization are perfectly aligned to drive ideal principle-based behavior.

All managers participate with associates as required on improvement initiatives. Managers demonstrate knowledge of appropriate tools and use them regularly to solve problems related to their areas of responsibility.

All managers watch for and appropriately recognize associates for both demonstrating ideal behavior and for achieving business goals. Every associate in every part of the organization is engaged every day in using the appropriate tools of continuous improvement to eliminate waste and maximize value creation. Associates everywhere seek to understand the principles the why behind the tools the how ; they learn and use that knowledge to continuously improve the application of the tools.

All associates demonstrate the courage and integrity to tell the truth, stop production and be accountable for defects they observe or create themselves. Associates share their expertise in developing best practice standard work and demonstrate the discipline to follow it until a better way has been developed. D3: Enterprise Alignment One of the most significant failures of modern management is its focus on. To succeed, organizations must develop management systems that align work and behaviors with principles and direction in ways that are simple, comprehensible, actionable and standardized.

We call this Principlebased Strategy Deployment. Individual leaders cannot develop individual approaches to management without introducing massive waste into an organization. Strategy deployment requires a management system built around scientific thinking, with more emphasis on cycles of learning than on perfect plans.

It is essential to establish effective communication, a process for gaining consensus, clear accountability and systems where execution and countermeasures are planned and tracked, whether through. The sum of individual efforts rarely even approximates the effective alignment of the pieces into a single integrated whole.

Creating value for customers is ultimately accomplished through the effective alignment of every value stream in an organization.

Principle Create Constancy of Purpose Almost every aspect of any organization is always in a constant state of change. Customers change, customers expectations change, competitors change, markets change, technology changes, leadership and management changes, processes change, products change, strategies change, even values or the implied meaning of those values change.

Even knowing this, the first of W. Edwards Demings 14 Points is to create constancy of purpose. How is this possible? PDCA or a similar methodology. In essence, operational excellence is the definition of successful strategy deployment. It is incumbent upon leaders to find agreement on philosophical and strategic direction that provides a unifying vision.

This sense of direction helps people keep their eyes on the horizon so that when tactical decisions require a temporary detour, they understand why and can contribute to getting back on track. The second category for where constancy of purpose can be achieved is in the establishment of the guiding principles upon which the organization is grounded. Principles are universal, timeless and self-evident laws that govern the consequences of our actions. The degree to which principles are adhered will always impact the long-term success of any organization.

Leaders must come to understand which principles have the greatest impact on their results and then make certain every aspect of the organization is aligned to drive behavior that is in greatest harmony with the principles. Having established direction and guiding principles, a leader must align strategy and performance metrics broadly and deeply into the organization.

A system must be built to ensure constant communication, both up and down. Changes in direction, guiding principles and key metrics should be treated like. Organizations that frequently redirect philosophies and strategies fail to recognize the tremendous waste associated with instability, fluctuation and, perhaps most importantly, the loss of human commitment. Principle Think Systemically Systemic thinking is the principle that unifies all the other principles of operational excellence and enables organizations to sustain their culture of continuous improvement and develop a constancy of purpose.

Systemic thinking requires organizations to both analyze and synthesize. Analysis, or convergent thinking, is focused on taking things apart to see what can be learned from the various components. We call this looking into things. Convergent thinking is what leads us to focus on the how.

Synthesis, or divergent thinking, is focused on seeing how things might work together. We call this looking out of things.

Divergent thinking is what leads us to focus on the why. Operational excellence requires both. Leaders realize that the impact of synergy how things work together is far greater than the sum of the parts. The realization of what is possible is only limited by the paradigms through which we see and understand the world. Innovation and improvement are the consequence of repeated cycles of experimentation, direct observation and learning. A relentless and systematic exploration of new ideas, including failures, enables us to constantly refine our understanding of reality.

All outcomes are the consequence of a process. It is nearly impossible for even good people to consistently produce ideal results with a poor process both inside and outside the organization. There is natural tendency to blame the people involved when something goes wrong or is less than ideal, when in reality the vast majority of the time the issue is rooted in an imperfect process, not the people.

Perfect quality can only be achieved when every element of work is done right the first time. If an error should occur, it must be detected and corrected at the point and time of its creation.

Value for customers is maximized when it is created in response to real demand and a continuous and uninterrupted flow. Although one-piece flow is the ideal, often demand is distorted between and within organizations.

Waste is anything that disrupts the continuous flow of value. Through understanding the relationships and interconnectedness within a system we are able to make better decisions and improvements. An unwavering clarity of why the organization exists, where it is going, and how it will get there enables people to align their actions, as well as to innovate, adapt and take risks with greater confidence.

Ultimately, value must be defined through the lens of what a customer wants and is willing to pay for. Organizations that fail to deliver both effectively and efficiently on this most fundamental outcome cannot be sustained over the long-term. The Shingo Model booklet is available as a free download. It teaches the basic concepts of the Shingo Model. Discover Excellence lays the foundation for understanding how to evolve a culture toward excellence.

How do people learn the Shingo Model and its guiding principles well enough to use them? How do they learn what employee behaviors to watch for and which to work toward? Your First Shingo Workshop. Insight 1. The results of an organization depend on the way its people behave.

To achieve ideal results, leaders must do the hard work of creating a culture where ideal behaviors are expected and evident in every team member. Insight 2. Most of the systems that guide the way people work are designed to create a specific business result without regard for the behavior that the system consequentially drives. Shingos books to see if we could discover what it was that we were missing.

To our surprise and delight, working from either end and toward the middle, we arrived at a unanimous conclusion. The difference between successful and unsuccessful efforts was. Home Documents Shingo Model Handbook.

See Full Reader. Post on Dec 75 views. Category: Documents 6 download. Tags: shingo prizeguiding true excellence shingo prize roots global standard of excellence organizational culture important principles correct principles organizational recognition.

We do this by teaching correct principles and new paradigms that accelerate the flow of value, align and empower people and transform organizational culture. Our vision is to be the global standard of excellence in every industry; because The Shingo Prize roots are in organizational recognition, we have learned three very important principles: Key insights from 25 years of organizational assessment1.

Taiichi Ohno, who helped him to apply his understanding of these concepts in the real world. When people Forward 4 understand more deeply the why behind the how and the what, they become empowered to innovate and take individual initiative. As more and more people within a single organization begin to act independently based on their understanding and commitment to the principles, culture begins to shift.

This fundamental truth is the basis for The Shingo Prize and the Shingo model. Building on the work of Dr. Shingo, the mission of The Shingo Prize is to assist organizations of all kinds to create lasting cultures of operational excellence. We achieve our mission by focusing our efforts on timeless and universal principles. As part of our efforts, we teach five fundamental paradigm shifts: 1.

Operational excellence requires a focus both on results and behaviors. Ideal behaviors in an organization are those that flow from the principles that govern the desired outcomes. Principles construct the only foundation upon which a culture can be built if it is to be sustained over the long-term. Creating ideal, principle-based behaviors requires alignment of the management systems that have the greatest impact on how people behave.

The difference between successful and unsuccessful efforts was always in the organizations ability to get past the tools,.

Shingo Prize Model and Application. ApplicationGuidelines Shingo. The Shingo Prize for Operational Excellence -.