Behaviors for Process Excellence & Sustainability

Behaviors for Process Excellence & Sustainability(De-mystifying and Applying the Shingo Model)

JEFF DAHM

John Deere 14 years – Ready for my next opportunity…JD Quality & Production System, Lean/OE, Product Complexity

Alcoa 15 years –IE/MfgE, Production Planning, Raw Material Management, Financial Analysis, Strategic Planning

JEFF DAHM

Outline

An Overview of The Shingo Model

Values, Principles, Behaviors...

A Focused and Targeted Approach

Key in on Behaviors for the Process, Leadership, People, and Continuous Improvement

Applying the Approach

Daily Management, 5S Examples

How you can take this to your workplace

Starting Today

Roadmap to Excellence

The Culture Gap

Visual source from SA Partners

Referencing: Peter Hines, Darrin Taylor & Aidan Walsh (2018):

The Leanjourney: have we got it wrong?

Tools

Events

Processes /

Systems

Vision

Strategy

Results

Ground Up Top Down

What is the Shingo Prize?

The Shingo Prize is awarded to organizations

that have robust key systems driving behavior

close to ideal, as informed by the principles of

organizational excellence...

Originating in 1988…

…process of “raising the bar,” began in 2008

after a deep study regarding the necessary

components of creating a culture that is able

to sustain improvements and consistently

drive results.

Focus shifted from an emphasis on tool and

programmatic assessment toward a complete

assessment of an organization’s culture.

Source: Shingo.org

Shingo Model

Guiding Principles – The basis for building a

lasting culture and achieving organizational

excellence.

Systems – A system is a collection of tools

working together to accomplish an intended

outcome.

Tools – A single device or point solution that

accomplishes a specific task.

Results – A measurable outcome that results

from the implementation of tools and systems.

Culture – The values, beliefs, and behaviors

within an organization.

Source: Shingo.org

We Can Intentionally Define the Desired Culture

Values & Principles Drive Culture

Company

Values

Individual

Values

Guiding Principles

Individual

Thinking/Beliefs

Ideal Behaviors

Individual

Behaviors

Desired

Culture

De Facto

Culture

(it is what it is)

Integrity (Ethics, Honesty)

Excellence (Quality, Performance)

Teamwork (Collaboration, Cooperation)

Innovation (Creativity, Ingenuity)

Leadership (Influence)

People (Employee Engagement)

Most Common Environment

Source: Shingo.org

guides

our

evident in

our

resulting

in

anchored

to

evident in

our

resulting

in

Shingo Model Guiding Principles (10)

Cultural Enabler Supporting Concepts

• Assure a Safe Environment

• Develop People

• Empower and Involve Everyone

• A “Learning” Organization

Supporting Concepts (22)

Continuous Improvement Supporting Concepts

• Stabilize Processes

• Standard Work

• Go & Observe

• Focus on Value Stream

• Keep it Simple & Visual

• Identify & Eliminate Waste

• No Defect Passed Forward

• Integrate Improvement with Work

• Rely on Data and Facts

Enterprise Alignment Supporting Concepts

• See Reality

• Focus on the Long Term

• Align Systems

• Align Behaviors with Performance

• Policy Deployment

• Standardized Daily Management

• Measure What Matters

• Identify the Customer

• Identify Cause-and-Effect Relationships

Source: Shingo.org

There are

consequences when

our actions are not

aligned to Principles.

Cultural Enablers

Principles

Respect Every Individual

Lead with Humility

Behavioral Indicators

Coaching is consistent and evident throughout all levels of an organization.

Leadership is consistently and predictably engaged where the work happens.

All employees turn in suggestions.

Near-misses are captured and addressed immediately.

Decision-making is pushed down to the lowest level possible with feedback given for any decisions made.

Source: Shingo.org

In addition to the Guiding Principles

and Supporting Concepts, Shingo has

also provided “Behavioral Indicators”.

Continuous Improvement

Principles

Seek Perfection

Embrace Scientific Thinking

Focus on Process


Successes and failures are openly communicated.

Standard work is monitored for compliance.

Improvement is part of the work and not an extra activity.

Go and observe is part of the leader standard work.

Abnormal conditions are quickly recognized and reacted to.

Assure Quality at the Source

Improve Flow & Pull

Source: Shingo.org

Enterprise Alignment

Principles

Think Systemically

Create Constancy of Purpose

Create Value for the Customer


There is daily conversation about impact with internal and external customers.

Coaching team members to ensure a clear connection between purpose and the work being performed.

Goals are visual and understood, and everyone knows if they are winning or losing.

Visits by executives and managers to the place where work happens are frequent.

Measures are simple and understood by all.

Source: Shingo.org

Shingo also provides examples of typical

Systems for each of these 3 dimensions.

Available in the Shingo Model booklet.

What is our perception of Why Processes Fail?

What is the typical response when a process breaks down?

“The process is fine, we just need to execute …”

“He/She didn’t do their job …”

“Let’s repeat the training …”

“We need to do some benchmarking …”

“Let’s put a team together …”

“We need to do another kaizen …”

But consider…

Is the process defined well?

Do people know what they need to do and why?

Is leadership engaged?

Are we getting better… or worse? Do we know?

What is needed for

Process Excellence?

A simplified, focused and

targeted approach.

Process Excellence

Leadership

People


Process

Why processes Really Fail

What is a Behavior?

Merriam-Webster:

Anything that an organism (person, process, system) does involving action and response to stimulation

And for our purpose:

Something that can be seen or heard

Evidence can be seen through observations or interviews

Some behaviors are not present at the moment you are looking

You will need to talk to people, the key stakeholders

Ask open ended questions

Listen, Listen, Listen… and Learn

Why Processes Really Fail

Process

Lack of standard work, standard methods driving inconsistency.

Process is not aligned with related systems (i.e.. Daily Management and Leader Standard Work).

Lack of appropriate Metrics and Measures… or any.

It is not made to be simple & visual.

Problems / abnormalities are not made visible and not addressed in the moment.


Leadership

Leadership is not engaged where the work happens as part of the leader standard work.

Coaching is not evident throughout all levels of an organization. The WHY is not emphasized and reinforced.

Priorities are not aligned across processes and across functions.

Expectations for execution are not clear. Teams don’t know what good looks like.

Leading without humility and respect lead to blaming and defensiveness.

Leaders don’t understand their role… (this is our job to make sure they do).


People

Lack of ownership (not my job). Not “Everybody, Everyday”.

R&R are not clear. Leader Standard Work has not been defined.

People not empowered to make decisions.

People not being trained, coached and developed.

Don’t understand the WHY.



Goals are not understood. Teams don’t know if they are winning or losing, getting better or worse.

Top issues are not known or not shared with the team.

Improvement is not built into standard work. It is separate, infrequent and event-based.

Limited focus, not on eliminating waste, the value stream and the customer.

All employees are not involved in improving the work.

Achieving Process Excellence

Leadership PeopleContinuous

Improvement

Inconsistency

Irregularity

Process

DefinitionPeople

Continuous

Improvement

Uncertainty

Misalignment

Process

DefinitionLeadership

Continuous

Improvement

Apathy

Disengagement

Process

DefinitionLeadership People

Stagnation

Deterioration

Process

DefinitionLeadership People

Continuous

Improvement

Process

Excellence

Daily Management

Example Application

Example Process Excellence Review – Daily Management

Ask questions related to process, leadership, people and continuous improvement

Daily performance meetings:

The meetings are structured with standard work and clear roles and responsibilities

All team members participate

Previous day’s performance, gaps and issues are reviewed

Current day’s objectives are communicated

Readiness for current day’s objectives are verified

Issues are escalated appropriately

Leadership is engaged for verification and coaching of the process



Team Metrics:

KPIs are meaningful and can be directly impacted by the teams

Daily goals are established to determine daily performance and expose issues

KPIs are connected to the overall organization’s objectives

Goals, current performance and trends are tracked and communicated



Top Issues and Action Plans:

Top issues are known and communicated

Top issues are used to engage employees in problem solving and continuous improvement

Root cause analysis is completed on top issues

Teams are engaged to develop and prioritize action plans

There is a standard process for action plan execution

Current status of action plans are communicated



Employee Awareness

Employees are aware of current level of performance

Employees know if the team is winning or losing

Employees know if the team is getting better or worse

Employees are aware of top issues

Employees are aware of action plans and current status

5S

Example Application

Example Process Excellence Review – 5S


Sort:

Is there a process for removing unnecessary tools and materials?

Do employees have the tools and materials they need?

What is the process and frequency to verify?

Do employees understand why this is important?

Do employees understand their role?

Set:

Are tools and materials organized by need and frequency of use?

Is there a process to establish appropriate layout?

Is it visually clear what is needed and what is not?

Can abnormalities be clearly identified?

What are the areas of waste in the layout?



Shine:

Is the work area only at the standard or “clean” at the beginning or end of the shift?

Is the focus only on housekeeping or also a check and correction for any abnormalities?

Do employees understand this distinction?

Are abnormal conditions addressed in the moment?



Standardize:

Is there consistency between workstations?

Are there standards established for workstation layout?

Do the standards highlight waste and abnormalities?

Are all areas of the organization included?



Sustain:

Are abnormalities addressed in the moment?

Is leadership engaged to reinforce execution and the purpose?

Are ALL employees engaged to reinforce execution and the purpose?

Is there an audit process to verify execution? Is it calibrated across areas?

Is feedback given directly and immediately?

Does feedback go in both directions?

Are all employees engaged to improve the current state?

Does everyone understand and reinforce the purpose of 5S for problem solving, continuous improvement

and the elimination of waste?



How to Get Started

Today, Immediately, Right Now

Choose a process, Go and See. Talk to People. Do your own Sustainability Check.

Start on the Roadmap to Excellence

Determine scope. What process/system?

Get Alignment. Work together to define the ideal behaviors.

Get baseline performance on behaviors.

Identify Opportunities.

Develop Action Plan, Execute.

Repeat.

Key Points

An Overview of The Shingo Model

Values, Principles, Behaviors...

A Focused and Targeted Approach

Key in on Behaviors for the Process, Leadership, People, and Continuous Improvement

Applying the Approach

Daily Management, 5S Example

What you can do

Starting Today

Roadmap to Excellence

Thank You for listening and Good Luck!

Contact me anytime for questions or feedback:

[email protected]

For more information or to download the Shingo Model booklet:

https://shingo.org/shingo-model/

mailto:[email protected]

https://shingo.org/shingo-model/

Questions?

Documents

Behaviors for Process Excellence & Sustainability