The Shingo Discover Excellence foundational module delivers an introduction to the Shingo Model, its Guiding Principles, and the Three Insights of Organisational Excellence.
Through a blended learning approach, which includes virtual classroom sessions, observational host site visits, presentations and group tasks, delegates will learn essential information regarding the Shingo Model. They will be able to draw on their learnings to successfully align their own organisation and examine their culture.
- To understand the history of the Shingo Model
- To assess key learnings from thought leaders including Maslow and Deming
- To uncover the link between culture, systems, tools and principles
- To find out how systems influence behaviour and consequently results
- To gain insight into how the Shingo Model can align the entire business
- To apply learnings through three ‘Go and Observe’ visits to the host site
- To analyse your own culture and the gap between actual and ideal behaviour
Benefits to the delegate
- Recognise the principles of enterprise excellence
- Gain knowledge of the key insights of ideal behaviours
- Identify the connection between behaviours, systems and principles
- Understand how KBIs drive KPIs, and in turn bring about positive results
- Use the ‘Go and Observe’ visits to learn how to apply the Guiding Principles
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 virtual classroom session 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 host site visits
- The Manufacturing Institute’s role in the industry and business community
- Key contacts and delivery team
- Course outline
- The Shingo Model’s history, background, Three Insights and Guiding Principles
- 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.
Covey, S. R. (1992) ‘Principle-Centered Leadership’
Simon & Schuster UK
Internationally renowned behavioural science expert Stephen Covey explores how to apply the practical development of Deming’s Total Quality Management theory with principle-centred leadership.
Collins, J. C. (2001) ‘Good to Great’
Random House Business Books
Jim Collins reveals the factors that make good companies not only great, but able to sustain this greatness. He dives into the importance of a ‘Level 5 leader’, who is at once ‘modest and wilful, humble and fearless’.
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.
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.