For the First time in Ukraine!

Shingo Institute with its workshop


Continuous Improvement from Where It Counts

December 11-12, 2018

The Global Standard of Sustainable Enterprise Excellence

Thirty years ago, The Shingo Prize created at the Jon M. Huntsman School of Business at Utah State University as a way to recognize great organizations and to set a standard toward which the world may aspire. It is now globally recognized as the benchmark for Enterprise Excellence. In 2000, BusinessWeek referred to the Shingo Prize as the "Nobel Prize for manufacturing."

The award was created in honor of the late Dr. Shigeo Shingo. Dr. Shingo has been described as an ‘engineering genius’ who helped us to understand the concepts, systems, and techniques that, under his tutelage, became fundamental to the renowned Toyota Production System, often referred to now as the Toyota Business System.

During this journey, the Shingo Institute has experienced and learned many valuable and powerful things. This has given them a greater understanding of what is required for organizations to achieve lasting, sustainable results. This knowledge has been captured in the Shingo Model.

Based on timeless principles, the Shingo Institute shapes cultures that drive operational excellence.
The Shingo Standard: A Story

The Shingo standard is, by design, the most rigorous in the world. We believe Dr. Shingo would only want to associate his name with the very best. Applicants for recognition are held to an identical standard no matter where they are located in the world.

Our standard has not always been so high. For 18 years the Shingo Institute evaluated organizations by noting their application of lean tools, the quality of their lean program deployment and, to some degree, the engagement of their management teams. This process consistently resulted in eight to 10 organizations receiving the Shingo Prize each year. All was fine until we realized that it wasn’t.

We began to see small signs of fracture along the edges. Critics of our selection process began to emerge in blogs and websites and eventually began to confront us directly. There is an adage that states, “Your best friends are the ones that tell you the truth, even when it is hard to hear.” Fortunately, we had very good friends in the Association for Manufacturing Excellence (AME) and the Society of Manufacturing Engineers (SME). They told us they were beginning to lose confidence in recommending, carte blanche, our recipients as benchmarking sites for their members. As much as this hurt, it forced us to begin a deep and earnest assessment of our past recipients; specifically, which ones had sustained their improvements and which ones had lost ground.

Our findings were alarming!

We learned that even the best of the best had an extremely difficult time sustaining the gains we had observed during their assessments. Furthermore, we discovered that our assessment criteria had two major flaws: (1) our standard for what excellence looked like was based too much on outward appearance and not enough on the deeply embedded culture of the organization, and (2) we did not know how to accurately evaluate and measure the truth regarding an organization’s culture. Our insights sparked a yearlong study to determine what did and did not work in sustaining improvement efforts and to understand the reasons behind success or failure. At the same time, we began to dig back through all of Dr. Shingo’s books to see if we could discover what it was that we were missing. To our surprise and delight, working from either end and toward the middle, we arrived at a unanimous conclusion. The difference between successful and unsuccessful efforts was always in the organizations’ ability to get past the tools, events and programs and to align management systems with principles. When such alignment took place, ideal behaviors followed and perpetuated a deep culture of operational excellence.

Based on our findings, we developed the Shingo Model. This framework has become the basis for everything we do.

"Culture eats strategy for breakfast"

Peter Drucker

The Shingo Model

Leaders quickly find that Lean tools such as Six Sigma, jidoka, SMED, 5S, JIT, quality circles, etc., are not independently capable of effecting lasting change. Since 1988 we’ve seen firsthand how quickly tool-based organizations decline in their ability to sustain results. On the other hand, organizations that anchor their improvement initiatives to principles — or understand the “why” behind the “how” and the “what” — experience significantly different results.

To best illustrate our findings, we developed the Shingo Model™, the accompanying Shingo Guiding Principles and the Three Insights of Enterprise Excellence. The five Shingo workshops are designed with the input of many seasoned instructors, leaders and consultants to help you transform your organization's culture to one of continuous improvement and operational excellence.

A New Way of Thinking

Leaders around the world have invested a substantial amount of time and money on initiatives that achieve positive results. However, it is hard to maintain and sustain momentum. Each new tool becomes another possible solution or “best practice” only to create confusion that often results in the “sugar high” – a temporary boost in results accompanied by a fleeting feeling of victory. People begin to believe that sustainable solutions are not only elusive, but that each new initiative eventually becomes “flavor-of-the-month” and leaves unfulfilled aspirations.

The Shingo Model™ is not an additional program or another initiative to implement; rather, it introduces Shingo Guiding Principles on which to anchor your current initiatives and to fill the gaps in your efforts towards ideal results and enterprise excellence.

"I have a foundational belief that business results start with culture and your people."

Doug Conant
former CEO, "Campbell Soup"

The Discover Excellence Workshop Description

The Shingo Training Discover Excellence programme is a foundational, two day workshop that introduces the Shingo Guiding Principles and the Three Insights to Enterprise Excellence. It is designed to raise awareness amongst Leaders and Managers on how Enterprise Excellence can benefit their organisation. The course is a blend of expert input, discussion and best practice learning combined with real time application of learning via “Go and See” assessments. You will attend Operational Excellence host facilities where you will learn, and witness at first hand, how Shingo principles drive behaviour throughout the entire organisation to deliver world class results. This course is accredited and certified to both the Shingo Institute and CPD service (Continual Professional Development).

You will learn to align your organisational principles and core values with your systems. Group activities are used to help develop skills in assessing alignment and also how to address misalignments by embedding your principles into your work and management systems.

At the end of this Shingo workshop participants will be able to:
• Understand the principles of enterprise excellence;
• Learn the key insights of ideal behaviours;
• Understand the relationship between behaviours, systems and principles;
• Learn how systems and behaviours drive results;
• Learn how KBI’s drive KPI’s and how this leads to excellent results;
• Use “Go and See” to understand the practical application of the Shingo Guiding Principles.

What people say about Shingo Prize?
Stephen Covey
John Deere
US Synthetic
Jabil / OC Tanner
Abbott Vascular
Barnes Aerospace

About Speaker

Shaun Barker

Shaun Barker has been the director of operations and assessment for The Shingo Prize since 2001. In this position, he focuses on overall Shingo Prize organizational operations and development.
Shaun is a speaker and an instructor for The Shingo Prize and trains companies on the Shingo model and guiding principles, teaching how to apply principle-based leadership to their own operations, and how they can use the assessment tools to foster continuous improvement within their organizations in pursuit of operational excellence.

Participation and price
plan Exclusive

Participation in the workshop and participation in the Conference ('Premium' plan included). Number of packages is limited: 15 pcs. Participation must be agreed with the event organizer.

you should pay before Nov 23, 2018

24 500

without VAT

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