1 THE SHINGO MODEL . TM.. ity rs ve ni U. e at St h ta U. All Rights Reserved Utah State University | SHINGO Institute 2014. Mission The SHINGO Institute's mission is to guide leaders in creating sustainable cultures of excellence based on principles. Vision The SHINGO Institute's vision is to be recognized as the global thought-leader in enterprise excellence. SHINGO MODEL 1. Select organizations with which the SHINGO Institute has engaged: Healthcare Manufacturing Christie Clinic Autoliv Cleveland Clinic The Boeing Company Denver Health Boston Scientific Lehigh Valley Healthcare Baxter Healthcare ThedaCare Center for Healthcare Value Caterpillar Inc.
2 Toyota Memorial Hospital Daimler Martin's Point Health Care Delphi GE. Goodyear Service Jaguar Land Rover John Deere Export Development Canada Johnson & Johnson Leyland Trucks State Farm Life Insurance Lockheed Martin Stephen Covey Group Lundbeck Verizon OC Tanner UL Pentair Rexam US Synthetic Visteon 2 Version , 2014. Forward Dear colleagues and friends, helped him to apply his understanding of these concepts in the real world. In my associations, many people have asked the following questions: How did the Always on the leading edge of new ideas, SHINGO Institute come about? How has it Dr. SHINGO envisioned a collaboration with an arrived where it is today?
3 And what does organization that would further his life's work the organization actually do? through research, practical-yet-rigorous education and a program for recognizing the As we release this new book, I'd like to best in operational excellence throughout the take the opportunity to tell you the brief world. In 1988, SHINGO received his honorary version of our story. My hope is that the Doctorate of Management from Utah State given context will provide you with additional University and, later that year, his ambitions value as you study the SHINGO MODEL and were realized when the SHINGO Prize was implement it as part of your organization's organized and incorporated as part of the cultural transformation.
4 University. While the SHINGO Prize remains an integral part of what we do, our scope The Beginning has expanded to include various educational Few individuals have contributed as much to offerings, a focus on research and a growing the development of the ideas we call TQM, international network of SHINGO Partners . JIT and lean as did Shigeo SHINGO . Over With these new opportunities, we have the course of his life, Dr. SHINGO wrote and become the SHINGO Institute. published 18 books, eight of which were translated from Japanese into English. Many Guiding Principles and Shifting Paradigms years before they became popular in the One of Dr.
5 SHINGO 's little known, but perhaps Western world, Dr. SHINGO wrote about most important contributions, was his the ideas of ensuring quality at the source, understanding of the relationship between flowing value to customers, working with concepts (principles), systems and tools. zero inventories, rapidly setting up machines Unfortunately, over the years, most of us through the system of single-minute have gravitated to and exalted the tools exchange of dies (SMED) and going to the associated with effective operations and actual workplace to grasp the true situation have paid too little attention to the power of there. He worked extensively with Toyota the principles.
6 Dr. SHINGO taught that executives, especially Mr. Taiichi Ohno, who understanding the principles behind the tools SHINGO MODEL 3. leads to higher-order thinking and answers and cautiously inserted into appropriate the question, why? When people systems to better drive ideal behavior and understand more deeply the why behind excellent results. the how and the what, they become empowered to innovate and take individual All SHINGO recognition is based on the initiative. As more and more people within degree to which these paradigms are a single organization begin to act broadly understood and deeply embedded independently based on their understanding into the behavioral fabric of an organization, and commitment to the principles, culture top-to-bottom and side-to-side.
7 Begins to shift. The SHINGO Standard: A Story This fundamental truth is the basis for the The SHINGO standard is, by design, the most SHINGO Institute and the SHINGO MODEL . rigorous in the world. We believe Dr. SHINGO would only want to associate his name with Building on the work of Dr. SHINGO , the the very best. Applicants for recognition mission of the SHINGO Institute is to assist are held to an identical standard no matter organizations of all kinds to create lasting where they are located in the world. cultures of operational excellence. We achieve our mission by focusing our efforts Our standard has not always been so high.
8 On timeless and universal principles. For 18 years the SHINGO Institute evaluated organizations by noting their application of As part of our efforts, we teach five lean tools, the quality of their lean program fundamental paradigm shifts: deployment and, to some degree, the engagement of their management teams. 1. Operational excellence requires a focus This process consistently resulted in eight both on results and behaviors. to 10 organizations receiving the SHINGO 2. Ideal behaviors in an organization are Prize each year. All was fine until we realized those that flow from the principles that that it wasn't. govern the desired outcomes.
9 3. Principles construct the only foundation We began to see small signs of fracture along upon which a culture can be built if it is to the edges. Critics of our selection process be sustained over the long-term. began to emerge in blogs and websites 4. Creating ideal, principle-based behaviors and eventually began to confront us directly. requires alignment of the management There is an adage that states, Your best systems that have the greatest impact on friends are the ones that tell you the truth, how people behave. even when it is hard to hear. Fortunately, 5. The tools of Lean, TQM, JIT, Six Sigma, we had very good friends in the Association etc.
10 Are enablers and should be strategically for Manufacturing Excellence (AME) and 4. the Society of Manufacturing Engineers align management systems with principles. (SME). They told us they were beginning When such alignment took place, ideal to lose confidence in recommending, carte behaviors followed and perpetuated a blanche, our recipients as benchmarking deep culture of operational excellence. sites for their members. As much as this hurt, it forced us to begin a deep and Based on our findings, we developed earnest assessment of our past recipients; the SHINGO MODEL . This framework has specifically, which ones had sustained their become the basis for everything we do.