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
“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””
by Ken Snyder
Before moving on to the principles in the Continuous Improvement dimension, I want to introduce a new principle that has been proposed for the Cultural Enablers dimension. For purposes of this blog, I have named this principle “Build a Learning Organization.” Continue reading ““Build a Learning Organization” – A New Principle in Cultural Enablers”
by Dominic Bria, Psy.D., MBA of the Shingo Institute
One of the roles we play here at the Shingo Institute is that of a connector between practitioners of process improvement (by which I mean most of you) and scholars. The research done by scholars ought to answer questions asked by practitioners. Practitioners ought to use research (when feasible) as evidence on which to base their management decisions. So when we have good research to report here at the Shingo Institute, we like to get it out to you, the practitioner, where we hope you’ll find it useful.
We do our best to bring a wide variety of great speakers to the Shingo Conference and we’ve managed to get some great ones over the years. One of the keynote speakers on the agenda for the 30th Shingo Conference is one you might not expect. She will bring a unique perspective to the topic of process improvement as someone who has spent her entire life striving for improvement and overcoming adversity from unexpected and frightening sources.
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.