By Dr. Patricia Gabow and Ken Snyder The article, “Medical Taylorism,”[1] by Pamela Hartzband, M.D. and Jerome Groopman, M.D., in the New England Journal of Medicine, reflects a major misunderstanding of the principles and practice of the Toyota Production System, or Lean as it is often called. Specifically, the article appears to conflate poor implementation […]
By: J Francisco Ramirez R, LENSYS The best decisions are made when there is awareness and knowledge of the different elements of a system, as well as how these elements are interconnected and what the outputs of the system are. Systemic thinking is a Shingo Guiding Principle that ties together all other principles. Thinking systemically […]
By: Mckinsey & Company In this survey, we asked executives about 24 practical actions most important to the successful implementation of an organizational transformation. Below are the specific actions in order of their impact (from greatest to least) on the likelihood of a transformation’s success, according to the results. 1. Senior managers communicate openly about […]
By: Abel Gómez Medina I had the opportunity to make a business trip to the “Land of the Rising Sun” and was able to submerge myself in their customs and traditions. A couple of weeks was enough to begin to understand the history, practices and culture which is presented to us in books, reports and […]
By: Julian Winn, The Manufacturing Institute Many of the companies I have worked with who embrace the Shingo Model™ have built up years of experience of tools and systems as part of their lean implementations. They come to the Shingo Model™ with familiarity of guiding principles behind the Continuous Improvement dimension, and are often able to […]
By: Mike Martyn, SISU Consulting Group Describing what it looks like when an organization “embraces scientific thinking” has evolved over the years at the Shingo Institute. If the reader were to look at the Shingo Model™ and Guidelines published just three years ago (2012), one would see a focus on training all associates in a “common […]
By: Luc Baetens at Möbius A supply chain director recently expressed to me his frustration that his new integrated business planning was ineffective. “We have spent so much time and money defining the new process, the reports we were going to use, and the monthly meetings we would hold. Even after all that, the only […]
By: Robert Miller, Arches Leadership At first glance this seems like a strange thing to say. How does one “embrace” scientific thinking? Furthermore, why would they? To answer these questions let’s remind ourselves what a principle is. The Shingo Institute defines a principle as “a foundational rule that has an inevitable consequence.” If something is a […]
