KNOWBOT - THE SHINGO MODEL™
Introducing the Shingo Model™
What do organizations strive for? …profits - like in the case of a multinational manufacturer? Or …growth - in terms of volume for a hospital chain? Or …followers - for a social media giant? Clearly, different industries will strive for different Results! The results are achieved through refined Tools enabled by selected Systems. For example, the hotel industry is widely using the visual management system in rooms/suites to enhance customer experience by using tools like 5S or Kanban; or visually appealing to save water, energy and even their laundry bills. Every company uses its own set of tools and systems that help create value for the customer by achieving the desired results. We see many organizations investing heavily in systems like TPM (Total Productive Maintenance), TQM (Total Quality Management), Lean, Six-Sigma, Business Process Re-engineering, etc. Yet, different organizations get different results that determine their position on the maturity levels within the CDVC framework.
Similarly, every company also has a set of Core Values that defines the company Culture. The Behaviors of people working there are the tangible aspect of this culture. For instance, by creating a tool-oriented culture, often people are left without having the opportunity to innovate from within. These organizations can never sufficiently release the full potential of their people.
To be competitive, organizations should understand the strength of their culture and behavior to know whether they will achieve the targeted results.
This concept has been studied in-depth and formulated by the Shingo institute into the Shingo Model™. The model is based on the writings of Dr. Shigeo Shingo who invented with Taiichi Ohno the Toyota Production System. The Shingo Model introduces the key concept of Guiding Principles and their strength to drive affirmative results. It also provides a framework on which leaders are able to build a culture of sustainable excellence. For organizations to be successful over the long term, leaders must deeply and personally understand the principles that govern their success. Furthermore, they must ensure that the behaviors of every person who contributes to the business are in harmony with these principles. In short, the organizational culture they build must be grounded in the correct principles.
