This course takes a deeper dive into the extensive Shingo Model through virtual classroom sessions and ‘Go and Observe’ visits to critical areas of the host site, allowing delegates to gain an in-depth understanding of how systems drive ideal behaviours and cultural transformation.
- To provide an overview of the Shingo Model, Guiding Principles and Three Insights
- To assess key learnings from thought leaders including Maslow and Deming
- To understand the Shingo Guiding Principles’ continuous improvement dimension
- To identify the relationship between principles, systems and behaviours
- To find out how systems influence behaviour and consequently results
- To learn the behavioural benchmarks of the five continuous improvement principles
- To apply the continuous improvement dimension in practice
- To determine if your own systems can achieve sustainable business transformations
Benefits to the delegate
- Gain an in-depth understanding of the Shingo Model
- Understand the five principles: ‘seek perfection’, ‘embrace scientific thinking’, ‘focus on the process’, ‘assure quality at the source’, and ‘improve flow and pull’
- Recognise ideal behaviours, KBIs, and how to reveal evidence of behaviour
- Observe actual systems in practice and identify how they drive transformation
- Create a project plan to assess your business’ continuous improvement dimension
What you’ll need
- Access to your own compatible device (the sessions are fully interactive and need independent input)
- No formal qualifications are required
How it works
- Four 3.5-hour live online virtual classroom sessions via Zoom
- Two or more ‘Go and Observe’ virtual visit sessions to critical areas of the host sites
- Learning through presentations, case studies, group tasks and mapping templates
- The Manufacturing Institute’s role in the industry and business community
- Key contacts and delivery team
- Course outline
- Refresh on the Shingo Model, Guiding Principles and Three Insights
- Fundamental truths and behavioural benchmarks for continuous improvement
- Structure of the forthcoming modules
Reading the following literature is not a prerequisite to attend this course, but you can do so to support your learning.
Deming, W. E. (1982) ‘Out of the Crisis’
Massachusetts Institute of Technology
Through his famous 14 points for management, Deming explores how managers must transform their attitude towards workers, understand variation and improve systems. He details how they need to direct focus beyond the quarterly dividend and towards the future.
Bicheno, J. (1982) ‘The Lean Toolbox – Fifth Edition’
Bicheno creates an encyclopaedia for lean, which distils insights from the likes of Deming and Juran into 25 common themes. These include customer, waste and variation reduction.
Goldratt, E. M. (1984) ‘The Goal’
The North River Press
Goldratt frames his teachings around a story about a manufacturing manager that needs to cut down a large backlog of orders and increase throughput. Lessons are learnt over the course of reading, such as the metrics that indicate business success and health, and how to manage bottlenecks.
Jones, D. T. and Womack, J. P. (2003) ‘Lean Thinking’
This book looks into the five inherent principles in any lean system: understanding value, value stream mapping, ensuring process flow, matching production to demand, and driving continuous improvement.
Liker, J. K. (2003) ‘The Toyota Way’
Liker details his experience of visiting Toyota Motor Company in Japan and America, along with his research into the Toyota culture. This includes the 14 principles he’s discovered, as well as the importance of people in Toyota’s success.
Ohno, T. (1998), ‘Toyota Production System’
The creator of just-in-time at Toyota reveals the origins, innovations and evolution of the Toyota Production System. Ohno provides valuable insights into applying Toyota’s methodology in other plants.