By Cameron Pietila, Josh Villeda, Ellish Melick, Brandon Youssif, Jason Thomas.
Ellish Henry - MAS2011 Presentation
Transcript of Ellish Henry - MAS2011 Presentation
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Eilish Henry
Head of Practitioner Services, The Manufacturing Institute
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Todays economic realities are forcingmanufacturers to improve quality,
delivery, and cost simultaneously and ata more rapid pace than ever before.
UK USA
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Competing Priorities of
Quality, Cost & Delivery
Delivery Quality
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The Triple Bottom Line
Customers want more:
People- Ethical businesses where people are treated
with respect
Planet- Environmental impact is recognised andscarce resources are carefully managed
Profit- How it is made and not just how much
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THE ROOTS OF THE SHINGO PRIZE
RECOGNIZING OPERATIONAL EXCELLENCE
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The mission of The Shingo Prize is to
create excellence in organisations
through the application of timeless,
universal and self-evidentprinciples
of operational excellence, alignment
of managementsystems and the
wise application of improvement
tools and techniques across the
entire organisational enterprise.
Our vision is to be the Standard ofExcellence for every organisation.
MISSION VISION
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A World Standard in a Global Economy
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1988 Honorary Doctorate,Utah State University
January 8, 1909 November 14, 1990
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GUIDING PRINCIPLES SUPPORTING PRINCIPLES
PRINCIPLES OF OPERATIONAL EXCELLENCE
THE SHINGO MODEL
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THE VALUE OF HAVING RECOGNITION
ROOT
S
1. DEFINE EXCELLENCE
2. BUILD SUSTAINABILITY
3. FOCUS ON TRANSFORMATION
4. TELL THE TRUTH
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OPERATIONAL EXCELLENCE MUST BE BAKED
INTO THE CULTURE
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ORGANIZATION CULTURE IS
THE SUM OF ALL THE FORMS OF BEHAVIOUR, WHICH, OVER THECOURSE OF TIME, HAVE COME TO DEFINE THE WAY WORK GETS
DONE IN AN ORGANIZATION..WHOEVERINFLUENCESTHEBEHAVIOUR,CONTROLSTHECULTURE.
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LEADERS MUST BUILD CULTURE ON
THINGS THAT LAST!
Personality
Programmes
Tools
PersonalValues?
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CHANGING A CULTURE REQUIRES:
CHANGING ROLES AND RESPONSIBILITIES
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Senior LeadershipSenior Leadership
TOOLSTOOLS
SSPP
SYSTEMSSYSTEMS
TTPP
PRINCIPLESPRINCIPLES
TTSS
OPERATIONALOPERATIONAL
EXCELLENCE FOEXCELLENCE FOCOMMON FOCUSCOMMON FOCUS
Here & Now Short-term
Strategy
Driving Performance
TOOLSTOOLS
SYSTEMS &SYSTEMS &
SYS. FAILURESSYS. FAILURESManagersManagers
AssociatesAssociates
THETHE
URGENTURGENT
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Leaders Must Understand Reality
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ONLY A CULTURE BUILT ON CORRECT PRINCIPLESONLY A CULTURE BUILT ON CORRECT PRINCIPLESIS SUSTAINABLEIS SUSTAINABLE
Jon M. Huntsman Presidential Chair inLeadershipUTAH STATE UNIVERSITY
Principles: Natural lawsimpersonal, factual, objectivePrinciples: Natural lawsimpersonal, factual, objectiveand selfand self--evident. (Timeless & Universal) (Covey)evident. (Timeless & Universal) (Covey)
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LEADERS MUST GO BEYOND DEFINING:
1. MISSION
2. VISION
3. VALUES
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LEADERSLEADERSMANAGERSMANAGERS
ASSOCIATESASSOCIATES
??????
Values: Social norms.personal, emotional,
subjective and arguable. (Covey)
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They were your height, but thinner and better looking.
You havent caught them yet, so obviously theyre smarter.
TEAM WORKLOYALTY
PRECISION
INNOVATION
VALUES
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They were your height, but thinner and better looking.
You havent caught them yet, so obviously theyre smarter.
TEAM WORKLOYALTY
PRECISION
INNOVATION
VALUES
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LEADERSLEADERS
MANAGERSMANAGERS
ASSOCIATESASSOCIATES
Ideal
Principles: Natural lawsimpersonal, factual,Principles: Natural lawsimpersonal, factual,
objectiveobjective and selfand self--evident. (Timeless &evident. (Timeless &
Universal)Universal) (Covey)(Covey)
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SUSTAINABILITY REQUIRES PRINCIPLES BE
EMBEDDED INTO
THE WAY WE THINK
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(Keel)GUIDING PRINCIPL
Mission
Vision
Core Values
Strategic
Metrics (KPI)
(Rudder)
Any Sailors?
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Alignment
Process
People
Results
Lead with Humility
Respect every Individual
Focus on Process
Embrace ScientificThinking
Flow & Pull Value
Assure Quality at the SourceSeek Perfection
Create Constancy of Purpose
Think Systemically
Create Value for the Customer
Think in terms ofcategorical
principles.
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Know-how" alone isn't enough!You need to
"Know-why"!All too often, people visit other
plants only to copy their tools and methods.
-- Shigeo ShingoShigeo Shingo
PRINCIPLESPRINCIPLES SYSTEMSSYSTEMS TOOLSTOOLS
How weTHINK Know why
How weBUILD/RESULTS Know how
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THINKING
Systems Drive Behaviour
3 NEW Paradigms
Relationship between Principles, Systems andTools
Focus must be on BOTH Performance & Behaviour
Systems Drive Behaviour
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2nd Chance
I am going to show you the combinations again in a
slightly different arrangement and see if you can do
better.
1
987
65
3
4
2
The Value of a Systems Perspective
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The Persistence of Systems
Arocdnicg to rsceearch at Cmabrigde Uinervtisy, it
deosnt mttaer in waht oredr the ltteers in a wrod are,
the olny iprmoatnt tihng is taht the frist and lsat ltteer
are in the rghit pcale. The rset can be a toatl mses and
you can sitll raed it wouthit pobelrm. Tihs is buseace the
huamn mnid deos not raed ervey lteter by istlef, but the
wrod as a wlohe.
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Alignment
Process
People
Results
Lead with Humility
Respect every Individual
Focus on Process
Embrace ScientificThinking
Flow & Pull Value
Assure Quality at the SourceSeek Perfection
Create Constancy of Purpose
Think Systemically
Create Value for the Customer
Think in terms ofcategorical
principles.
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RESPECT EVERY INDIVIDUAL
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LEAD WITH HUMILITY
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SEEK PERFECTION
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ASSURE QUALITY AT THE SOURCE
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FLOW VALUE FOR CUSTOMERS
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Results
?
Leaders must develop a truly balanced scorecard
- Results and Behaviours
- Equal accountability for both
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Ideal BehaviorIdeal Behavior
GUIDINGGUIDING
PRINCIPLESPRINCIPLES
ANCHOREDANCHORED
VALUESVALUES
Ideal Behavior
misaligned Behavior
The Shingo Prize
(Go & See)
Objective Subjective
Mission/Mission/
VisionVision
Objectives &Objectives &
GoalsGoals
misaligned Metric
misaligned Metric
Strategic Subjective
Key Metric/s [Quality]
Key Metric/s [Cost]
Key Metric/s [Delivery]
Key Metric/s [Morale]
BEHAVIOR PERFORMANCE
Actual Culture (Reality)
misaligned Behavior
(Go & See)
DesiredCulture
Actual Performance (Reality)
Balanced
Scorecard
SystemsSystems
SystemsSystems
DRIVENDRIVEN
Ideal BehaviorIdeal Behavior
Ideal Behavior
Key Metric/s [Quality]
Key Metric/s [Cost]
Key Metric/s [Delivery]
Key Metric/s [Morale]
OperationalExcellence
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Learn How to Measure Culture Tell theTruth
Go to the Gemba and learn to see (culture)
Learn to ask the right questions Recognise Cause and Effect & teach others
Annual assessment (Perhaps replace Attitude
Surveys)
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Without constantattention, the principles
will fade. The principles
have to be ingrained, itmust be the way one
thinks.
- Taiichi Ohno
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There is no silver bullet! Rather thetransformation journey requires consistent,
committed leadership and a deep
understanding of the principles ofoperational excellence.
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www.shingoprize.co.uk
www.shingoprize.org