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Textbook Discover Excellence An Overview of The Shingo Model and Its Guiding Principles 1St Edition Plenert Ebook All Chapter PDF
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Discover Excellence
An Overview of the Shingo Model
and Its Guiding Principles
Discover Excellence
An Overview of the Shingo Model
and Its Guiding Principles
Edited by
Gerhard Plenert
Former Director of Executive Education
Shingo Institute
CRC Press
Taylor & Francis Group
6000 Broken Sound Parkway NW, Suite 300
Boca Raton, FL 33487-2742
This book contains information obtained from authentic and highly regarded sources. Reason-
able efforts have been made to publish reliable data and information, but the author and pub-
lisher cannot assume responsibility for the validity of all materials or the consequences of their
use. The authors and publishers have attempted to trace the copyright holders of all material
reproduced in this publication and apologize to copyright holders if permission to publish in this
form has not been obtained. If any copyright material has not been acknowledged please write
and let us know so we may rectify in any future reprint.
Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, repro-
duced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now
known or hereafter invented, including photocopying, microfilming, and recording, or in any
information storage or retrieval system, without written permission from the publishers.
For permission to photocopy or use material electronically from this work, please access www.
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been granted a photocopy license by the CCC, a separate system of payment has been arranged.
Gerhard Plenert
Contents
Preface.....................................................................................................xi
Acknowledgments................................................................................. xv
Chapter 1 Introduction........................................................................ 1
Discover Excellence Workshop..................................................3
Cultural Enablers Workshop......................................................4
Continuous Improvement Workshop.......................................5
Enterprise Alignment & Results Workshop.............................5
Build Excellence Workshop........................................................6
Definition of Lean........................................................................7
vii
viii • Contents
Knowing Why............................................................................ 84
Principles Inform Ideal Behaviors...........................................85
Section IV Wrap Up
xi
xii • Preface
they regard the change initiatives that you’ve introduced, but as soon as the
change agent leaves the building, they revert back to tradition.”
“You’ve captured my interest and curiosity,” responded the CEO. “What
do you recommend?”
“Let me introduce you to the Shingo Institute (www.shingo.org). It’s an
organization affiliated with Utah State University. They host an interna-
tional award in enterprise excellence and they have a training program
associated with that award. This training will teach you how to shift the
behaviors within your organization so you can successfully transform
your enterprise-wide culture. The Institute teaches you how systems drive
behaviors, and how only through a shift in these behaviors will you ever
be able to achieve a culture that sustains a higher-level of performance.”
With that Dr. Plenert and the CEO proceeded to discuss the details of
the Shingo methodology (which is the subject of this book), and a series
of Discover Excellence workshops were scheduled for the leadership and
management of the organization. This was the first step toward achieving
enterprise excellence, and that is what this book will teach the reader how
to do.
But first, just for fun, one should look at how good an organization is at
solving problems. Below is a test created by Einstein. It’s called the Albert
Einstein Riddle. Albert Einstein wrote this riddle and claims that if a per-
son can solve this “pure logic” problem then that person must be in the top
2% of the intelligent people in the world. He starts with these rules:
The question the reader should try to answer is, “Who owns the fish?”
xv
1
Introduction
Gerhard Plenert
1
2 • Discover Excellence
• Seek Perfection
• Embrace Scientific Thinking
• Focus on Process
• Assure Quality at the Source
• Flow & Pull Value
• Think Systemically
• Create Constancy of Purpose
• Create Value for the Customer
With this understanding of what this book is all about, the reader can
now take the first of many steps toward enterprise excellence.
DEFINITION OF LEAN
The term “Lean” was first adopted by authors James P. Womack, Daniel T.
Jones, and Daniel Roos in The Machine That Changed the World: The Story
of Lean Production. They describe Lean as manufacturing systems that are
based on the principles employed in the Toyota Production System (TPS).
Quoting them,
Lean … is ‘lean’ because it uses less of everything compared with mass pro-
duction—half the human effort in the factory, half the manufacturing space,
half the investment in tools, half the engineering hours to develop a new
product in half the time. Also, it requires keeping far less than half the inven-
tory on site, results in many fewer defects, and produces a greater and ever
growing variety of products.*
* Womack, J. P. et al. The Machine That Changed the World: The Story of Lean Production—Toyota’s
Secret Weapon in the Global Car Wars That Is Now Revolutionizing World Industry. New York, NY:
Simon & Schuster, Inc., 1990, p. 14.
Section I
Overview of the
Shingo Model
2
Why Are We Here?
Are you too busy for improvement? Frequently, I am rebuffed by people who
say they are too busy and have no time for such activities. I make it a point
to respond by telling people, look, you’ll stop being busy either when you die
or when the company goes bankrupt.*
Shigeo Shingo
Namesake of Shingo Institute
11
12 • Discover Excellence
For us, enterprise excellence is really about how everybody, every day they
come to work. And improving the work is the work. That it is not just about
doing the processes. It’s about how you’re going to improve today. We follow
the Shingo Model in that respect because we’re a company where it’s not just
about results, but how you get results.
Seán Kelly
Global Business Excellence Program Manager, Abbott Diagnostics
Longford, Ireland
What’s truly in my view of excellence is all about engaging the whole work-
force and making a better company, and we’ve managed to do that over the
years. A key element of that has been employee engagement and designing
our approach to the continuous approach based on getting people in there
and getting them to take responsibility for the processes they are a part of.
When you do that over a number of years you become excellent.
Christian Houborg
Vice President, Lundbeck Pharma A/S
Valby, Denmark
It would be that we understand what our customer needs are. We’re working
with them to develop solutions to better meet those needs every day, day in
and day out.
Another random document with
no related content on Scribd:
Prima però che mettiamo il piede nel pompejano sobborgo,
demandiamo a’ libri antichi le costumanze che precedevano la
tumulazione: la visita a’ sepolcri non sarà che il complemento del
nostro tema. E avanti tutto, ricostruendo colla nostra fantasia sui
ruderi d’una di queste case l’intero edificio e animandolo de’ suoi
antichi abitatori, conduciamoci al cubiculum, dove sul ricchissimo
letto giace il pater familias in preda a morbo letale.
Sul monopodium marmoreo, o tavola di un sol piede, di cui gli scavi
offersero un esemplare, stanno i vasi e le ampolle del seplasarius, o
farmacista e che il medico ha prescritte; ma l’aspetto dei congiunti
accusa che poco oramai si attenda da que’ farmachi studiati.
Quando il medico o la natura avvertivano finalmente che all’infermo
più non restava speranza di vita, e che era prossimo al suo estremo
fato, la famiglia e i parenti di lui gli si raccoglievano intorno al letto,
come se si trattasse di dar l’ultimo saluto a chi fosse per partire per
un lungo viaggio. Era infatti per il viaggio che non aveva ritorno. Essi
iscongiuravano altresì la morte ed impetravano da Mercurio la grazia
che volesse servire di guida all’anima che stava per entrare nella
regione de’ morti. E quando l’agonia pareva incominciata, si aveva
cura di chiudergli gli occhi, acciò non fosse egli contristato dallo
spettacolo che precede la morte, o perchè meno formidabile gliene
apparissero le dimostrazioni. Il figlio, o il più prossimo parente,
dandogli l’ultimo bacio, ne raccoglieva l’estremo sospiro, e tale era
un conforto che auguravansi le madri di ciò fare coi loro figli, giusto
quanto Cicerone afferma: Matresque miseræ nihil orabant nisi ut
filiorum extremum spiritum excipere sibi liceret [218]. Nè altrimenti era
in Grecia fin da più remoti tempi e ce ne persuade Omero
nell’Odissea, dove Agamennone si lagna di Clitennestra:
. . . . al marito,
Che fra l’ombre scendea, non chiuse il ciglio
E non compose colle dita il labbro [219]:
Era forse anche per questo culto che gli Dei Mani si chiamassero Dii
patrii ed anche Dii sacri, come si veggono così, indicati sovra alcuni
monumenti. — Più avanti toccherò di feste ed onoranze istituite per
gli Dei Mani.
Come facciamo oggidì che denunziamo al Municipio l’avvenimento
d’una morte, e trattiamo della spesa de’ funerali, allora veniva
denunciato il decesso al tempio della dea Libitina, istituito da Numa,
nel quale si custodivano tutti gli apparati ed addobbi richiesti per
mettere in ordine un funerale e quivi col libitinario, o intraprenditore
delle pompe funebri, convengasi sull’indole di quella che ricercavasi
e sulla spesa.
Il libitinario spacciava alla casa del morto i suoi schiavi, detti
pollinctores, dal polline, dice Servio, o fior di farina onde lievemente
spargevasi la faccia del defunto, dopo che il corpo fosse stato dalle
donne con acqua calda lavato. — Tale costume di preparare,
imbiancandolo, il viso agli estinti si conserva tuttavia in Rumenia,
dove lo portarono i Romani antichi, che vi lasciarono indelebili tracce
di loro soggiorno e colonizzazione in altre molte consuetudini, nel
linguaggio e perfino nella denominazione del paese, che fino a’ dì
nostri vanta con noi comune le origini. — Quindi i medesimi
pollinctores l’ungevano e imbalsamavano con appositi aromi:
. . . . at ille
Jam sedet in ripa, tetrumque novicius horret
Porthmea, nec sperat cænosi gurgitis alnum
Infelix, nec habet quem porrigat ore trientem [230].
. . . it clamor ad alta
Atria; concussam bacchatur fama per urbem;
Lamentis, gemituque et fœmineo ululatu
Tecta fremunt; resonat magnis plangoribus aether [234].
Quirites exsequias... quibus est commodum ire jam tempus est [235].
Mercede quæ
Conductæ fient alieno in funere præficæ
Multo, et capillos scindunt et clamant magis [239].
Fundite fletus,
Edite planctus,
Fingite luctus,
Resonet tristi
Clamore forum, ecc. [241]
Siccome poi essi pensassero che l’anima fosse della natura del
fuoco, e che il rogo le facilitasse l’uscita dal corpo e però l’onore del
rogo non s’avesse a concedere che alle persone dotate di ragione e
sentimento; così, per testimonianza dello stesso Plinio il Vecchio,
non s’accordava a’ bambini, a’ quali non fossero ancora spuntati i
denti, perocchè sarebbe stata considerata siccome empietà che