If you weren’t able to make it to this year’s Shingo Conference in the Cincinnati, Ohio area (Covington, Kentucky, to be exact), we certainly hope you’ll make it to next year’s Shingo Conference in Orlando, Florida. In the meantime, here are a few of the highlights of what you missed last week.
At the awards gala, there were five (!) Shingo Prize recipients, including the first ever from Spain. Two of the five Shingo Prize recipients were re-challenges; companies that had received other Shingo awards in past years but progressed to the level of Shingo Prize this year. Continue reading “Highlights from the 2019 Shingo Conference”
by Ken Snyder
“Create Value for the Customer” is one of the Shingo Guiding Principles in the Results dimension of the Shingo Model™. In the current Model, it is the only principle in this dimension. Within the Shingo Model, our working definition of this principle is: Continue reading “A Look at “Create Value for the Customer” and the Results Dimension”
Canam has several facilities in various locations in Canada and the U.S. that process large steel parts for buildings, bridges, and other infrastructure. They wanted to tour companies in Japan because of its reputation as the place where the Lean movement really got started. They requested that we create an industry study tour to take them to companies that face similar challenges to theirs. We began with a few facilities in the Kawada family of companies Continue reading “Canam Industry Study Tour to Japan”
by Ken Snyder
“Create Constancy of Purpose” is a principle in the Enterprise Alignment dimension of the Shingo Model™. When we developed the Shingo Model, we borrowed heavily from the best thinkers who have influenced the operational excellence movement. In the case of this principle, we borrowed the wording from Dr. W. Edwards Deming. This is the first point of Deming’s 14 points, he said:
“Create constancy of purpose toward improvement of product and service, with the aim to become competitive, stay in business, and to provide jobs.” Continue reading “A Look at “Create Constancy of Purpose””
by Ken Snyder
“Think Systemically” is a principle in the Enterprise Alignment dimension of the Shingo Model. Through understanding the relationships and interconnectedness within a system we are able to make better decisions and improvements. This principle is largely based on the pioneering work of Russ Ackoff and Peter Senge. An example of thinking systemically is looking at the entire value stream to make improvements. Continue reading “A Look at “Think Systemically””
It’s common for people who use the Shingo Model™ as a standard of excellence to talk about their organization’s “Shingo Journey” much like you hear people talk about the Lean journey. They’re talking, of course, about the evolution of their organizations toward the use of the principles prescribed by the Shingo Model. However, until now there has been no visual representation of what a Shingo Journey might look like. We recently rectified that situation with a new page on the Shingo.org website. Continue reading “NEW: Shingo Journey Page”
This year’s Japan Study Tour was based mostly in the Tokyo/Yokohama area with one trip by bullet train up to the Sendai area. After a delicious and authentic sushi lunch, the group visited the Meiji Shrine and the Imperial Palace. The first two days of the tour were spent in the classroom discussing the Shingo Model and how it applied to the specific challenges being faced by the tour participants. It included presentations from Mike Martyn, Dominic Bria, and Ken Snyder.
Most companies ask that we don’t take photos; however, below are a few authorized photos with brief descriptions of each site we visited.
Continue reading “Shingo Japan Study Tour Recap “
by Norbert Majerus
When I talk at conferences about leading a lean transformation, I like to ask the audience for the most important metrics they track in their organizations. I write down their answers, which range from lead time to cost to inventory. Then I ask: “What is the most difficult part in your transformation — changing the process or managing the people?” Continue reading “Transforming from the Inside Out”
“Flow and Pull Value” is a principle in the Continuous Improvement dimension of the Shingo Model. This principle seems to be the most difficult for students of the Model to understand. The confusion experienced in learning this principle has caused us deep reflection on how we might better explain and teach this principle. Continue reading “A Look at “Flow and Pull Value””
by Ken Snyder
“Focus on the Process” is a principle in the Continuous Improvement dimension of the Shingo Model. This principle holds the distinction of being the only principle about which no one has suggested an improvement. This is a sign of what we have witnessed numerous times – it is a principle that is so evident that everyone seems to understand instinctively. There will be no changes to this principle as we consider an improved set of principles. Continue reading “A Look at “Focus on the Process””