The Manufacturing Institute’s Shingo Systems Design Workshop focuses on the three essential systems and five required communication tools of the Shingo Model.
Building on the expertise gained through the Shingo Discover Excellence Workshop, delegates will gain a clear understanding of how to use and develop system maps, the responsibility of a system leader, and how systems drive 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 discover the three types of essential systems in an organisation
- To understand a system’s purpose to achieve aims, create outputs or drive behaviour
- To uncover the five required communication tools for each essential system
- To find out how system standard work drives improvement
- To learn how to create and use system maps
- To apply learning via ‘Go and Observe’ visits to critical areas of the host site
- To determine if your own systems can achieve sustainable business transformations
Benefits to the delegate
- Understand the three essential systems and responsibilities of a system leader
- Be able to apply five required communication tools for every system
- Develop the ability to prepare and use system maps
- Observe actual systems in practice and identify how they drive transformation
- Create a project plan to assess your business’ management system
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
- Systems design, thinking and mapping
- 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.
Senge, P. M. (1992) ‘The Fifth Discipline’
Random House Business Books
The modern-day father of systems thinking, Peter Senge, explores how the only sustainable source of a competitive edge is an organisation’s ability to learn faster than its competitors. He details how organisations must encourage learning at all levels of the enterprise in order to allow the business to adapt continually.
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.