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Ken Snyder keynote (Shingo Institute) — LeanForum 2019 (12/12/2019)

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Ограниченная версия выступления Кена Снайдера из Института Синго “Почему культурные основы операционного совершенства постоянно нуждаются в поддержании”

Publicado en: Liderazgo y gestión
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Ken Snyder keynote (Shingo Institute) — LeanForum 2019 (12/12/2019)

  1. 1. Shingo Institute © Utah State University Tessei Case Study
  2. 2. Shingo Institute © Utah State University OUR MISSION: “In order to improve the process of improvement, we conduct cutting edge research, provide relevant education, perform insightful enterprise assessment, and recognize organizations committed to achieving sustainable world-class results.” OUR PURPOSE: “Based on timeless principles, we shape cultures that drive organizational and operational excellence.”
  3. 3. Shingo Institute © Utah State University Shingo Institute and the Shingo Prize
  4. 4. Shingo Institute © Utah State University Recent Shingo Prize Recipients 2019 Abbott Nutrition Supply Chain, Sturgis Sturgis, Michigan, USA Abbott Nutrition Supply Chain, Singapore Singapore Boston Scientific Coyol - Coyol, Costa Rica Merit Medical Systems Inc. - Tijuana, México Regeneron Pharmaceuticals Inc., Industrial Operations & Product Supply - Rensselaer, New York, USA 2018 Abbott Nutrition Supply Chain Granada Granada, Spain AbbVie Ballytivnan – Sligo, Ireland Ball Beverage Packaging, Naro-Fominsk Cans Novaya Olkhovka, Russia
  5. 5. Shingo Institute © Utah State University Recent Shingo Prize Recipients (cont.) 2017 Abbott Nutrition Supply Chain Facility, Sligo Sligo, Ireland Ball Beverage Packaging, Naro-Fominsk Ends Novaya Olkhovka, Russia Thermo Fisher Scientific – Vilnius, Lithuania 2016 Boston Scientific Cork – Cork, Ireland Rexam Querétaro – Querétaro, Mexico 2015 Abbott Diagnostics Longford – Longford, Ireland Envases Universales Rexam de Centroamerica Amatitlan, Guatemala
  6. 6. Shingo Institute © Utah State University Shingo Award Recipients
  7. 7. Shingo Institute © Utah State University Insight #3: Principles Inform Ideal Behavior Insight #2: Purpose and Systems Drive Behavior Insight #1: Ideal Results Require Ideal Behavior Three Insights of Organizational Excellence
  8. 8. Shingo Institute © Utah State University Guiding Principles Dimensions People Process Purpose
  9. 9. Shingo Institute © Utah State University Shingo Guiding Principles
  10. 10. Shingo Institute © Utah State University Tessei Nagano Niigata Yamagata Akita Hachinohe Shinjo Shin- Aomori Shin- Hakodate Kanazawa No. of employees: 910 (as of Apr. 1, 2017) Subsidiary of JR East 552 full-time employees, 358 part-time employees (39% part-timers) Average employee age: 50 Ratio of female employees: 36%
  11. 11. Shingo Institute © Utah State University Tessei (Before) ❖ No clear direction ❖ High focus on cost-cutting ❖ Hiring mostly part time employees as part of cost-cutting ❖ Very high turn-over – over 200%/year ❖ High incidence of accidents and injuries ❖ High level of customer complaints – i.e., failure to clean car in allotted time frame ❖ Avoid interaction with passengers Source: Harvard Business Publishing case study “Trouble at Tessei”
  12. 12. Shingo Institute © Utah State University Tessei (Before)
  13. 13. Shingo Institute © Utah State University Tessei (August 2005) Teruo Yabe takes over as CEO
  14. 14. Shingo Institute © Utah State University Tessei (After) ❖ Part of the experience of riding a “national icon” ❖ Cast members in “Shinkansen theater” ❖ 100% success in cleaning car in allotted time – the “7-Minute Miracle” ❖ Engaged workforce ❖ Active interaction with passengers Source: CNN video
  15. 15. Shingo Institute © Utah State University What are principles?Shingo Guiding Principles
  16. 16. Shingo Institute © Utah State University What are principles?Shingo Guiding Principles
  17. 17. Shingo Institute © Utah State University What are principles?Shingo Guiding Principles
  18. 18. Shingo Institute © Utah State University Constancy of Purpose “My initial challenge was how to create ‘pride in one’s work’ so they can reach the feeling of having a worthwhile life.” (“ikigai” – 生き甲斐) Clear purpose – Mr. Yabe told them “‘The shinkansen is a world-class train. … You are the technical experts who maintain that train by cleaning it.” Source: personal interview with Mr. Yabe
  19. 19. Shingo Institute © Utah State University What are principles?Shingo Guiding Principles
  20. 20. Shingo Institute © Utah State University Lead with Humility What is the Role of a Leader? ❖ Challenge the status quo ❖ Set the strategic direction ❖ Communicate the mission ❖ Build the ability to implement the work ❖ Support the implementation ❖ Identify the root causes of problems and help solve them ❖ Share the joy in achieving results through organization activities and individual recognition Source: personal interview with Mr. Yabe
  21. 21. Shingo Institute © Utah State University What are principles?Shingo Guiding Principles
  22. 22. Shingo Institute © Utah State University Engaging People “Kaizen starts with top-down … but kaizen is achieved by bottom-up.” Source: personal interview with Mr. Yabe
  23. 23. Shingo Institute © Utah State University Engaging People Engagement of people – “Ask people ‘what should we do?’ Tell them ‘please do so;’ and then ask ‘how can I help?’” “Never say ‘no!’ to constructive proposals from team members. If the proposal cannot be implemented, the company should propose the next step to be taken.” “We put a lot of time and attention into enhancing our ability to put proposals into practice. … We wanted to make sure we had world-class implementation capabilities.” Source: personal interview with Mr. Yabe
  24. 24. Shingo Institute © Utah State University Engaging People Uniforms
  25. 25. Shingo Institute © Utah State University Engaging People Buckets to bags
  26. 26. Shingo Institute © Utah State University Engaging People Tools into bags
  27. 27. Shingo Institute © Utah State University Engaging People The “7-Minute Miracle”
  28. 28. Shingo Institute © Utah State University Safety (Before) Misconceptions Regarding Safety: “People will faithfully adhere to safety instructions and procedures as long as proper training is provided.” Source: personal interview with Mr. Yabe quoting from the old safety policy
  29. 29. Shingo Institute © Utah State University Safety (After) Elements of the current safety system: ❖ Educate and train team members so they can identify and solve safety issues. ❖ Empower team members to solve safety issues. ❖ Look at and solve problems as a team. ❖ Provide support for the implementation of safety suggestions. ❖ Recognition of safety catches and improvements through “Angel Reports” Source: personal interview with Mr. Yabe
  30. 30. Shingo Institute © Utah State University What are principles?Recognition – “Angel Reports” Source: IHCSA Café magazine article

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