Last year, I had the opportunity to share the stage with a senior executive at Dyson. We were attending a Lean conference organized by one of our affiliate partner organizations and co-sponsored by the Shingo Institute. I was excited to hear how Dyson is using the Shingo Guiding Principles in its improvement efforts. Recently, though, I was far more excited to learn that Dyson has designed and announced a new ventilator in just 10 days in an effort to meet the surging needs for ventilators by COVID-19 patients.

The surge in COVID-19 patients has overwhelmed the healthcare systems in Wuhan, China; Italy; and Spain and we anticipate more countries will have the same infrastructure problems in coming days. One of the biggest problems is a lack of ventilators to support the many patients whose lungs are so compromised by the virus that they are no longer able to breathe on their own. I am saddened to read the heart-breaking stories from healthcare providers who report that they have to choose which patient to save and which patient they cannot. Rapid development breakthroughs like Dyson’s new ventilator help to ensure that all patients who need a ventilator will be able to get one.

Dyson reports that the organization is already ramping up production to meet the first orders and produce a total of 15,000 units.

In this case, as in the case with Abbott’s rapid testing development, this is a wonderful application of the guiding principles of the Shingo Model at work. These include:

• Create value for the customer. Dyson is providing necessary equipment to healthcare facilities, which will save the lives of many patients.
• Respect every individual. Dyson’s ventilators were developed in recognition of every patient’s need and it has provided a way to respond to that need. The new ventilators will help prevent the sad situations forced on healthcare providers of having to choose which patient receives a ventilator and which does not.
• Improve flow. Once again, improved flow is probably the most important Shingo Guiding Principle at work in this particular case study. Development of a new medical device typically takes years. Dyson’s ventilator is a fantastic example of shortening the product development cycle, which is the ideal result from improved flow.

Thanks to Shingo Faculty Fellow Rick Edgeman for alerting me to this story.

Here is the original story announcing this rapid development project, first announced in Architectural Digest:
https://www.architecturaldigest.com/story/dyson-designs-ventilator-10-days-covid-19-patients