By: Dominic Bria, Shingo Institute
Most, if not all, of you who read this are concerned with improving processes at your organization. In the day-to-day grind of making that happen, it’s easy to forget that the work you do can have profound effects far beyond where you can see them.
Continue reading The Far-Reaching Effects of Your Work
By: Dominic Bria
Most managers who lead daily or weekly huddles understand that they are not the place to reprimand or embarrass team members. That’s a basic part of respecting every individual that anyone familiar with Shingo Guiding Principles should understand. What may be less understood about the role of huddles in respecting every individual is in keeping the huddle Continue reading Respect Every Individual: The Huddle
Dr. Morgan L. Jones, Chris Butterworth and Brenton Harder
Many organizations have launched continuous improvement, business improvement, process excellence or Lean Six Sigma programs with varying success. The typical model is to employ an experienced external executive to engage directly with the senior leadership team, develop a deployment plan, train a small cohort of green or black belts, identify and deliver some immediate wins, build momentum with more low-hanging fruit and hope the top-down Continue reading How can habits change culture?
By: Ken Snyder
At our conference a few weeks ago, I had the pleasure of inducting Andrew P. (“Drew”) Dillon into the Shingo Academy. Drew translated seven of Shigeo Shingo’s books into English, served as Dr. Shingo’s personal translator and apprentice, and was so influenced by Dr. Shingo’s teachings that he abandoned his position on the faculty at a major university to pursue furthering the work of helping organizations get better by adopting Lean practices.
Continue reading The Shingo Academy