ellish henry - mas2011 presentation

8/6/2019 Ellish Henry - MAS2011 Presentation

1/45

Eilish Henry

Head of Practitioner Services, The Manufacturing Institute


2/45

2


3/45

Todays economic realities are forcingmanufacturers to improve quality,

delivery, and cost simultaneously and ata more rapid pace than ever before.

UK USA


4/45

Competing Priorities of

Quality, Cost & Delivery

Delivery Quality


5/45

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


6/45

THE ROOTS OF THE SHINGO PRIZE

RECOGNIZING OPERATIONAL EXCELLENCE


7/45

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


8/45

A World Standard in a Global Economy


9/45

1988 Honorary Doctorate,Utah State University

January 8, 1909 November 14, 1990


10/45

GUIDING PRINCIPLES SUPPORTING PRINCIPLES

PRINCIPLES OF OPERATIONAL EXCELLENCE

THE SHINGO MODEL


11/45

THE VALUE OF HAVING RECOGNITION

ROOT

S

1. DEFINE EXCELLENCE

2. BUILD SUSTAINABILITY

3. FOCUS ON TRANSFORMATION

4. TELL THE TRUTH


12/45

OPERATIONAL EXCELLENCE MUST BE BAKED

INTO THE CULTURE


13/45


14/45

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.


15/45

LEADERS MUST BUILD CULTURE ON

THINGS THAT LAST!

Personality

Programmes

Tools

PersonalValues?


16/45

CHANGING A CULTURE REQUIRES:

CHANGING ROLES AND RESPONSIBILITIES


17/45

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


18/45

Leaders Must Understand Reality


19/45

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)


20/45

LEADERS MUST GO BEYOND DEFINING:

1. MISSION

2. VISION

3. VALUES


21/45

LEADERSLEADERSMANAGERSMANAGERS

ASSOCIATESASSOCIATES

??????

Values: Social norms.personal, emotional,

subjective and arguable. (Covey)


22/45

They were your height, but thinner and better looking.

You havent caught them yet, so obviously theyre smarter.

TEAM WORKLOYALTY

PRECISION

INNOVATION

VALUES


23/45

They were your height, but thinner and better looking.

You havent caught them yet, so obviously theyre smarter.

TEAM WORKLOYALTY

PRECISION

INNOVATION

VALUES


24/45


25/45

LEADERSLEADERS

MANAGERSMANAGERS

ASSOCIATESASSOCIATES

Ideal

Principles: Natural lawsimpersonal, factual,Principles: Natural lawsimpersonal, factual,

objectiveobjective and selfand self--evident. (Timeless &evident. (Timeless &

Universal)Universal) (Covey)(Covey)


26/45

SUSTAINABILITY REQUIRES PRINCIPLES BE

EMBEDDED INTO

THE WAY WE THINK


27/45

(Keel)GUIDING PRINCIPL

Mission

Vision

Core Values

Strategic

Metrics (KPI)

(Rudder)

Any Sailors?


28/45

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.


29/45

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


30/45

THINKING

Systems Drive Behaviour

3 NEW Paradigms

Relationship between Principles, Systems andTools

Focus must be on BOTH Performance & Behaviour

Systems Drive Behaviour


31/45


32/45

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


33/45

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.


34/45

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.


35/45

RESPECT EVERY INDIVIDUAL


36/45

LEAD WITH HUMILITY


37/45

SEEK PERFECTION


38/45

ASSURE QUALITY AT THE SOURCE


39/45

FLOW VALUE FOR CUSTOMERS


40/45

Results

?

Leaders must develop a truly balanced scorecard

- Results and Behaviours

- Equal accountability for both


41/45

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


42/45

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)


43/45

Without constantattention, the principles

will fade. The principles

have to be ingrained, itmust be the way one

thinks.

- Taiichi Ohno


44/45

There is no silver bullet! Rather thetransformation journey requires consistent,

committed leadership and a deep

understanding of the principles ofoperational excellence.


45/45

www.shingoprize.co.uk

www.shingoprize.org

ellish henry - mas2011 presentation

Documents