Articles
The Shingo Institute Has a New Executive Director: Mark A. Baker Bids Farewell, Ken Snyder Takes Over
August 7, 2015 – the Shingo Institute
LOGAN, Utah—The Shingo Institute, part of the Jon M. Huntsman School Business at Utah State University, bids a fond farewell to Mark A. Baker, who has served as the executive director of the Shingo Institute from July of 2014 until August of 2015. In the short time Baker served as executive director, he led the effort to c...
Read Full ArticleShingo Institute has a new Director of Research, Dr. Rick Edgeman
August 6, 2015 – the Shingo Institute
The Shingo Institute recently gained a new director of research. Rick Edgeman, Ph.D. joined the Shingo Institute at Utah State University in August 2015 as research director and clinical professor of management. His role at the Shingo Institute is to conduct studies and help us bridge the gap between scholarly knowledge and practical appl...
Read Full ArticleBest Ways for Manufacturers to Boost Employee Engagement
March 6, 2015 – Dominic Bria
One of the roles we play here at the Shingo Institute is that of a connector between practitioners of process improvement (by which I mean most of you) and scholars. The research done by scholars ought to answer questions asked by practitioners. Practitioners ought to use research (when feasible) as evidence on which to base their managem...
Read Full ArticleValue Stream Mapping: How to Visualize Work and Align Leadership Awarded the Shingo Research Award
February 9, 2015 – the Shingo Institute
FOR IMMEDIATE RELEASECONTACT: Cory KeateShingo InstitutePhone: 435-797-0771Email: [email protected] “Value Stream Mapping” by Karen Martin and Mike Osterling Receive Shingo Research and Professional Publication Award Summary: After trained examiners and accomplished business professionals performed a thorough assessment of the book “Valu...
Read Full ArticleProcess Problems: Hidden Treasures, Part II
February 4, 2014 – Randy Cook and Allison Jenkins, McKinsey & Company
Most of the leaders we meet pride themselves on their problem-solving ability. But when we watch how they work, we often see them behaving instinctively rather than following a rigorous problem-solving approach. All too often they fail to define the real problem, rely on instinct rather than facts, and jump to conclusions rather than step...
Read Full ArticleProcess-Problems: Hidden Treasures, Part I
February 3, 2014 – Randy Cook and Alison Jenkins, McKinsey & Company
When a company engages its people in problem solving as part of their daily work, they feel more motivated, they do their jobs better, the organization’s performance improves, and a virtuous cycle starts to turn. Such an approach can tap enormous potential for the company and its customers. At one auto-parts manufacturer, each employee...
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