A Look at “Assure Quality at the Source”

by Ken Snyder

 

“Assure Quality at the Source” is a principle in the Continuous Improvement dimension of the Shingo Model. 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. This is done through error-proofing – i.e., taking countermeasures to prevent quality problems from occurring again.

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A Look at “Embrace Scientific Thinking”

by Ken Snyder

“Embrace Scientific Thinking” is a principle in the Continuous Improvement dimension of the Shingo Model™. This principle is included in the Model to guide people on how to do problem-solving. Embrace Scientific Thinking requires standard work. Without standard work we have no basis for making changes. With standard work, Embrace Scientific Thinking becomes a relentless and systematic exploration of new ideas. It allows for failures. It enables us to constantly refine our understanding of reality. It forces us to look for the root cause. It helps us find the problem in the system and fix the system so the problem doesn’t reoccur. Anyone in the enterprise can look at a problem and generate cycles of experimentation and improvement. Innovation and improvement are the consequences of repeated cycles of experimentation, direct observation, and learning. Continue reading “A Look at “Embrace Scientific Thinking””

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A Look at “Seek Perfection”

by Ken Snyder

“Seek Perfection” is a principle in the Continuous Improvement dimension of the Shingo Model. It is the principle that best describes that dimension because it embodies the purpose of the dimension, while the other principles in the dimension describe how to improve. This is the principle that best gets to the heart of the spirit of kaizen that it is something that “everybody” does, that happens “everywhere” in the organization, and happens “everytime” (or all the time), as Shingo Academy member Imai Masaaki sensei so eloquently explains. This is the principle which drives all of us on our quest to improve! Continue reading “A Look at “Seek Perfection””

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A Look at “Lead with Humility” 

by Ken Snyder 

With “Respect Every Individual,” the principle of “Lead with Humility” is the partner principle that together comprise the Cultural Enablers dimension of the Shingo 10 Guiding Principles. Since becoming Executive Director three years ago, my observation is that this principle has resulted in more questions and misunderstandings than any other principle.  

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Model Changes

by Ken Snyder
 

A Look at “Respect Every Individual”

 

A few weeks ago, I announced our intention in the Shingo Institute to look at all of the principles espoused in the Shingo Model currently to see if there might be a better way to name the principle in order to make the principle easier to understand. This blog looks at the first principle to undergo such scrutiny: “Respect Every Individual.” In the Shingo Model, this principle is classified in the “Cultural Enablers” dimension, the foundational dimension upon which all sustainable operational excellence must be built.

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The Current Shingo Model Turns Ten – It’s Time to Reflect

by: Ken Snyder

In 2008, the Shingo Institute introduced to the world the current Shingo Model™ that presented the Shingo Guiding Principles of operational excellence and a behavioral approach to cultural assessment. The Model propelled the Shingo Prize into the position of a true international standard of operational excellence. More importantly, the Model has created an ongoing conversation about guiding principles, the behaviors they inform and the systems that drive them, and how to achieve sustainable results. Continue reading “The Current Shingo Model Turns Ten – It’s Time to Reflect”

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Employee Survey Pitfalls

by Dominic Bria, Psy.D., MBA of the Shingo Institute

 

Employee surveys can be useful tools that show organizations where gaps exist between employee perceptions and those of managers and leadership. There are several kinds of employee surveys available to leaders who want to measure various attitudes and perceptions their employees might hold. There are surveys that measure employee engagement, job satisfaction, symptoms of job burnout, perceptions of corporate citizenship, and others. It’s also common for companies to try to craft employee surveys of their own. Sometimes they are meant as a less expensive alternative to pre-made surveys, other times they are meant to measure elements that may not be measured by existing surveys. In either case, survey instruments—the group of questions for survey participants to answer—are tricky things to design.

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The Holy Grail?

by Ken Snyder

A few months ago, I spoke with an investment fund manager who invests in companies that practice Lean operational excellence. Both this fund manager and I shared our belief that Lean companies will outperform the general market, and will provide a better return to investors. This fund manager made the comment that if we could prove in an indisputable way that Lean improves the bottom line, then we will have discovered “the Holy Grail.”

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It Shouldn’t Be This Hard

by Ken Snyder

I have often heard that “Lean takes 10 years minimum,” or “Where you start depends on where your organization is at,” or “Implementing Lean is an art, not a science,” and other excuses for why a transformation should take an inordinately long period of time. While I believed some of these excuses earlier in my career, I am increasingly convinced that these are really excuses for not having a scientific methodology for shortening the lead time in a Lean implementation. I also strongly believe that shortening the lead time will result in higher levels of achievement in the long run.

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Striving for Enterprise Excellence in Auckland Council Pools and Leisure

  By: Chris Butterworth, Louis Sylvester, Richard Steel

A Plan for All Aucklanders / TE MAHERE A TĀMAKI MAKAURAU – MĀ TE KATOA O TĀMAKI MAKAURAU

The Auckland Plan is the strategy to make Auckland an even better place than it is now, and create the world’s most livable city. It shows how Auckland will prepare for the additional one million people they  may have to accommodate by 2040, and the 400,000 new homes needed. Many people were involved in the preparation of this Plan: Auckland residents, community groups, infrastructure providers, central government, iwi (indigenous tribes), business groups and voluntary organizations who helped shape the Plan for Auckland’s future. Although the mayor and Auckland Council led its development, the Auckland Plan is for all of Auckland and all Aucklanders, and its successful implementation will require leadership, action, investment, and commitment from many organizations, groups and individuals. Continue reading “Striving for Enterprise Excellence in Auckland Council Pools and Leisure”

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