You would have heard the terms 'Shingo Prize' and 'Shingo Model' mentioned by past guests. It is one of the most prestigious awards an organisation can win, recognising a culture of excellence. Authors can also be recognised for their contribution in this area through a Shingo Prize. Mr Ken Snyder, Executive Director of the Shingo Institute has dedicated his career to researching best practices, supporting organisations on excellence journey’s and recognising them through the Shingo Prize as they advance in their work to create a better future.
The Shingo Institute started the Shingo prize in 1988. At first it was mainly North American manufacturing for the first 10 to 15 years. There was a lot of initial success in identifying their assessment model and the systems, tools, and results. After time, it was apparent that the level of sustaining improvement efforts was proving difficult for some Shingo winners. This became a challenge. The underlying cause seemed to be that 'lean' was being done by managers and engineering to their people, not with their people. What they saw with those who were able to sustain their improvement efforts over time and kept getting better and better was that they had figured out how to engage their people. It was everybody working together on improvement, it wasn't just management, it wasn't just engineering. It was everybody was involved, and they had changed the culture.
So, what were the three insights that Ken and his team researched and discovered?
The first was that the companies who did sustain the improvement journey were not tracking KPI’s but were talking about tracking leading behaviours.
The second insight that was purpose and system drive key behaviours.
The third insight is, that employees at every level of the organisation can answer questions like, 'Why do you do this or that?' or, 'How did you achieve that improvement?'
These three insights informed the development of the 10 Shingo guiding principles, in the Shingo model. Ken believes that they a really important missing piece in our previous way we are doing assessments because the culture is the accumulation of all of the behaviours of the people in an organization. The Shingo institute then developed a workshop to introduce the Shingo model to the world and called it, at the time, Shingo 101. They now call it the "Discover Excellence workshop". You can download the Shingo model handbook from their website:
https://shingo.org/shingo-model/
15:30 min You can do a lot of improvement but you’re not going to be able to make it sustainable unless you’ve got the right kind of culture.
24:05 min Purpose and system drive behaviors and if you want those ideal behaviors that will drive those ideal results. We need to have a clear purpose and we need to make it easy for people to do the right thing.
26:55 min Guiding principles inform ideal behaviors.
27:48 min Culture is all about the behaviors and those principles guide ideal behaviors and they explain why.
30:31 min ..you can't just have a purpose, you have to have a meaningful purpose, you have to have a purpose that people unite around and unify around, you've got to have a purpose that people can understand and relate to you. You can't just have it be something that's meaningless and petty, and not and not lasting.
Ken’s LinkedIn Profile: linkedin.com/in/snyderken
Email: ken.snyde
To learn more about what we do, visit www.enterpriseexcellenceacademy.com.
Thanks for your time, and thanks for helping to create a better future.
