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.
Continue reading “It Shouldn’t Be This Hard”
by Geoff Webster, Co-Founding Principal, Value Capture
“It’s hard work,” Dr. Richard Shannon, Executive Vice President of Health Affairs at the University of Virginia Health System, recently told the audience of healthcare leaders and performance improvement professionals at the Bay Area Performance Improvement Network (BAPIN) executive summit in Oakland, California. “You have to be resilient and gritty in your pursuit of [safety]. It’s every event, every day, with people committed to understanding what happened and a commitment to make sure it doesn’t happen again.”
Dr. Shannon has long personified the Continue reading “Shingo Principles + Gritty Resilience = Sustaining a Learning and Improvement Culture in a Healthcare System”
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”
By: Ken Snyder
This past week I taught the first Shingo Discover Excellence workshop ever taught in Japan. And the opportunity to do it in an American organization that has a majority Japanese workforce was particularly enjoyable. The organization requested that the workshop be delivered in both English and Japanese, and the participants were roughly 50% from each nationality. I’ve thought about – even dreamed about – teaching our workshops in Japan, and in Japanese. This was a dream come true!
Continue reading “A Dream Come True”
By: Ken Snyder
When we hired Dr. Rick Edgeman as the director of research at the Shingo institute, he and I discussed how we could improve the process of improvement. I wrote about how critical it is to engage the research community in this effort in my February 2017 blog, “Improving Improvement.” With Rick’s vast experience in the academic world, he suggested that we create a vehicle for publishing scholarly works – i.e., journal articles – in special issues of key academic journals. The plan is to sponsor one or two special issues each year.
Continue reading “The First Special Issue”
by Ken Snyder
I am pleased to announce that the Thermo Fisher Scientific facility in Vilnius, Lithuania will receive the Shingo Prize at our annual conference next April in Orlando, Florida. This is the first organization in the central and eastern part of the European Union to receive Shingo recognition. Continue reading “A First for the Eastern European Union”
By: Ken Snyder
In order to help the Shingo Institute accomplish its educational mission, the Shingo institute is in need of expanding its resources in the educational field. We decided to create a group of people, known as “Shingo Faculty Fellows,” who will represent the Shingo Institute in educational settings. The Shingo Faculty Fellows will be a resource to help the Shingo Institute meet growing demand.
The Shingo Faculty Fellows are not full-time Shingo employees, but they will serve as ambassadors of the Shingo Institute. We have invited Beau Keyte of The Keyte Group, and Sam MacPherson of the Lean Leadership Academy, to be our inaugural Shingo Faculty Fellows.
Continue reading “Shingo Faculty Fellows”
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?”