Hearing the Voice of the Shingo Principles

Book Description

For more than 50 years, organizations of all types have struggled to achieve lasting benefits from the many tools and programs associated with various continuous-improvement initiatives. In fact, the notion of "continuous" improvement is largely a misnomer -- for many organizations, continuous improvement has been anything but continuous. Responding to this challenge, Hearing the Voice of the Shingo Principles chronicles key insights that went into development of the Shingo Model for Operational Excellence at Utah State University.

While responsible for the Shingo Prize at USU, the author observed that even recipients -- theoretically, the best of the best -- were experiencing this same up-and-down phenomenon. It was as though many of these organizations were reviewed on their very best days but then started declining from that point forward.

To build long-term credibility of the Shingo Prize, the author and his team had to understand what was causing such wide variation in results and make certain they were only recognizing those organizations that could demonstrate sustainability of improvements over the long term. They found that sustainability depended less on application of the tools for improvement than on embedding principles deep into the culture of the organization from top to bottom and side to side.

This book helps leaders understand their role in building sustainable cultures of enterprise excellence – That is, how to keep the entire enterprise focused on guiding principles that will change beliefs, behaviors, and the overall mindset. In addition, managers will learn how to align systems with principles so that they drive ideal, principle-based behaviors – the goal is for every leader to realign their values with the voice of principles and become an example so that every associate becomes self-motivated to continuously improve every aspect for which they are accountable.

Table of Contents

  1. Cover
  2. Half Title Page
  3. Title Page
  4. Copyright Page
  5. Contents
  6. Preface
  7. Acknowledgments
  8. Author
  9. Introduction
  10. Chapter 1 The Power of the Culture
    1. The De Facto Culture
    2. The Cost of Bad Behavior
    3. Culture’s Impact on Results
    4. How We Describe Culture
    5. Artifacts and Culture
    6. Diffusion and Culture
    7. Culture Cannot Be Delegated
    8. Values’ Impact on Culture
  11. Chapter 2 Values, Behavior and Corporate Culture
    1. Behaviors Are Observable
    2. Understanding Our Values
    3. Becoming Aware of Our Values
    4. Corporate Values
    5. Our Values Come from Our Experiences
    6. Aligning Individual Values
    7. Focus on Behaviors
    8. Sustainable Cultures of Enterprise Excellence
  12. Chapter 3 Principles and Foundational Truths
    1. Framework for Understanding Principles
    2. The Voice of a Principle
    3. Principles Govern Consequences (Outcomes)
    4. Categories of Principles
    5. Principles Are Timeless
    6. Principles Are Self-Evident
    7. An Example of a Principle of Enterprise Excellence
    8. Testing for a Principle
    9. Why Should We Respect Every Individual?
    10. Applying the “5 Whys”
    11. The Root of the Principle
    12. People and Foundational Truths
    13. Ideal Behavior
    14. Ideal Results Require Ideal Behavior
    15. Principles and Bureaucracy
    16. Think Again
  13. Chapter 4 The Shingo Model
    1. A Model for Cultural Transformation
    2. The Diamond
      1. Results
      2. Tools and Systems
      3. Systems and Behaviors
      4. Principles
      5. Culture
    3. Using the Model to Prove the Principle
    4. The 80/80/80 Rule
      1. The Leader’s 80%
      2. The Manager’s 80%
      3. The Associate’s 80%
    5. The Pyramid
    6. Gathering the Principles
    7. Cultural Enablers
    8. Continuous Improvement
    9. Enterprise Alignment
    10. Results
  14. Chapter 5 Respect Every Individual
    1. The Voice of the Principle … Respect Every Individual
      1. Politics and Respect
    2. The Foundational Truth … Respect Every Individual
      1. Intrinsic Value
      2. Strength through Respect
      3. Untapped Potential
    3. Ideal Behaviors that Flow from the Voice of the Principle
      1. Leaders
      2. Managers
      3. Associates
  15. Chapter 6 Lead with Humility
    1. The Voice of the Principle … Lead with Humility
    2. Seeing Reality
    3. The Foundational Truth … Lead with Humility
    4. Humility and Continuous Improvement
    5. Questions Not Answers
    6. Humility and Appreciation
    7. Ideal Behaviors Informed by the Voice of the Principle
      1. Leaders
      2. Managers
      3. Associates
  16. Chapter 7 Seek Perfection
    1. Continuous Improvement
    2. The Voice of the Principle … Seek Perfection
    3. Relentlessly Seeking
    4. Full Participation
    5. The Possibility of Perfection
    6. Foundational Truth One … Seek Perfection
    7. Foundational Truth Two … Seek Perfection
  17. Chapter 8 Assure Quality at the Source
    1. The Voice of the Principle … Assure Quality at the Source
    2. The Voice of the Principle … Focus on the Process
    3. Pull the Chain and Fix the Process
    4. Celebrate Problems to Fix the Process
    5. Increase the Number of Problems to Fix the Process
    6. The Value of a Standard in Problem Solving
    7. Unsolved Problems and the Human Spirit
    8. Ideal Behaviors
  18. Chapter 9 Flow Value to Customers
    1. The Voice of the Principle … Flow Value to Customers
    2. Value Streams
    3. Pull Value
    4. Flow and Job Satisfaction
    5. Remember the Principle
    6. The Voice of the Principle … Create Value for Customers
    7. The Foundational Truth ... Trust is Sacred
    8. Ideal Behaviors … Flow Value to Customers
      1. Leaders
      2. Managers
      3. Frontline Associates
    9. A New Paradigm
    10. Summary
  19. Chapter 10 Embrace Scientific Thinking
    1. The Voice Of The Principle … Embrace Scientific Thinking
    2. The Foundational Truths … Embrace Scientific Thinking
    3. Truth One … the Best Decisions Are Always Made Based On A Clear UnderstaNding Of Reality
    4. Truth Two … Humans Are Curious And Want To EXplore
    5. Ideal Behaviors … Embrace Scientific thinking
      1. Leaders
      2. Managers
      3. Frontline Associates
    6. Summary
  20. Chapter 11 Principles of Enterprise Alignment
    1. The Voice of the Principle … Think Systemically
    2. The Foundational Truth … Think Systemically
    3. Ideal Behaviors … Think Systemically
      1. Leaders
      2. Managers
      3. Frontline Associates
    4. The Voice of the Principle … Create Constancy of Purpose
    5. The Foundational Truths … Create Constancy of Purpose
    6. Principles Themselves Create Constancy of Purpose
    7. Ideal Behaviors … Create Constancy of Purpose
      1. Leaders
      2. Managers
      3. Frontline Associates
    8. Summary
  21. Chapter 12 Leaders Lead Culture
    1. Leaders Lead Culture
    2. Requirements of Leaders Who Lead Culture
    3. Leaders See Reality
    4. Be Principled
    5. Principle-Based Planning
    6. Balance the Scorecard
      1. Quality Metrics
      2. Cost Metrics
      3. Service Metrics
      4. Morale Metrics
      5. Proactive Metrics
    7. A Standard for Behavior
    8. Key Behavioral Indicators
      1. Quality KBIs
      2. Cost KBIs
      3. Delivery KBIs
      4. Morale KBIs
    9. Summary
  22. Chapter 13 Hearing the Voice of Principles
    1. Summary of Key Concepts
    2. Tune Principles In
    3. Avoid Diffusion…Make it “Your” Culture
    4. Conclusion
  23. References
  24. Index

Product Information

  • Title: Hearing the Voice of the Shingo Principles
  • Author(s): Robert Derald Miller
  • Release date: June 2018
  • Publisher(s): Productivity Press
  • ISBN: 9781351173988