Category: Articles

Cultural Principles in Organizations

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…
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24 Elements of Successful Organizational Change

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…
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Beliefs and Systems Drive Behavior

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…
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What Would Happen If…?

By: Peter Hines, S A Partners Think for a minute:       What would happen if you went to the supermarket but forgot to pick up the kids from school? What would happen if you bought a round of drinks in a bar for all but one of your party?       What would happen if…
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Quality is Not Free – We Have to Earn It

By: Alejandro Ponce, Alfra-Opex After serving 14 years at a company dedicated to saving lives, by building reliable safety systems for automobiles such as seat belts and airbags, it is clear that quality is the top priority when we talk about product performance. There is no room for mistakes. With only one chance for those products…
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Enabling Employees to Assure Quality

By: Rajinder Singh, Solving Efeso As a child, I remember vividly playing in my grandfather’s workshop that was used to repair and re-tread used, worn and damaged truck and bus tires. As we ran in and out of the workshop we saw employees working hard on different processes – buffing, loading and unloading, assembling, etc. –…
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Flow Where You Can, Pull Where You Can’t

By: Mike Orzen, GBMP The Shingo Model™ captures ten timeless principles that apply to all, regardless of our beliefs or level of understanding. In my experience working with companies over the past 20 years, the principle that is least practiced addresses the idea that value should be flowed and pulled. So what does it mean to…
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To Flow or Not to Flow? – That’s Not Really the Question

By: Joshua Ebert, UL In the early days of implementing continuous improvement tools at our 110-year old engineering services firm I had an opportunity to help develop visibility into our workflow. Most of our work resided on paper, in e-mail systems and in the minds of our associates. We labelled a lot of our initial efforts…
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“Embrace Scientific Thinking” – A Universal and Timeless Principle

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…
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Fostering an Environment of Scientific Thinking

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…
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