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Shigeo Shingo Assessment - Application - Guidelines
Shigeo Shingo Assessment - Application - Guidelines
Shigeo Shingo Assessment - Application - Guidelines
I
performance. Most measures are aligned to being set in many areas outside of operations.
corporate goals and cascade to the lowest level. Alignment may still be weak in areas other
Silos are difficult to identify. than operations, but efforts are being made to
improve and work toward aligning the entire
The Shingo Silver Medallion is awarded to enterprise. Silos are beginning to fall.
organizations who demonstrate strong use of
tools and techniques, have mature systems that The cultural assessment is broken into three
drive improvement, and are beginning to align distinct evaluation sections, the achievement
thinking and organizational behavior with report, the Shingo Cultural Online Performance
correct principles of operational excellence. Evaluation (SCOPE), and the site visit. Each
Leadership is involved in improvement efforts section is evaluated and may be used to clarify,
and supports the alignment of principles amplify, and verify the other sections.
of operational excellence with systems.
Managers are deeply involved and focused Achievement reports are written by each
on driving behaviors through the design applicant and tell the story of their transformation
of systems. Associates are involved every to operational excellence. The achievement
day in using improvement tools to drive report covers each dimension of the model and
continuous improvement in their areas of discusses the principles, systems and tools that
responsibility. Understanding the “why” has are evident and the results they have produced.
begun to penetrate the associate level of the The achievement report, along with the SCOPE
survey, is used by members of the Shingo Board
ASSESSMENT CRITERIA
organization. Improvement activity is focused
on multiple business systems. At the silver of Examiners to evaluate an applicant’s eligibility
level the scorecard has a broad spectrum of to be awarded a site visit. Not all applicants
measures and is beginning to include behavioral will be awarded a site visit; furthermore, not all
elements. Key measures are stable with mostly organizations that receive a site visit will become
positive trends, and all levels understand how recipients. Further instruction on writing the
to affect the measures appropriately for their achievement report will be provided in a later
areas. There are goals being set in most business section of this document.
systems. Alignment is clear and apparent in most
business systems; plans have been set in place to SCOPE will be administered to each applying
bring them into alignment where it is not. There entity. All data received from SCOPE will
are few silos left. populate a Shingo database and be used to
provide feedback to the applicant. Feedback
The Shingo Bronze Medallion is awarded from SCOPE will be part of a packet, which
to organizations that demonstrate strong will be provided to each applicant regardless of
use of tools and techniques for business whether or not they are awarded a site visit.
improvement and are working to develop
effective systems to create continuity and Site visits that are awarded to applicants follow a
consistency of tools applied throughout the standard format. In summary, they are conducted
business entity. Leadership is setting the by a team of examiners that have been trained and
direction for improvement and supports the selected by the Shingo Institute. The team generally
efforts of others. Managers are involved in spends two days at the site evaluating the culture of
developing systems and helping others use the applicant; duration of a site visit may be extended
tools effectively. Associates are trained and depending on the application. Examiners observe
participate at a high rate on improvement behaviors, review documentation and measures
projects. Understanding the “why” has still and ask questions of all levels and business systems
not penetrated down to the associate level of of the applying entity. Examiners are provided all
the organization. Improvement activity is still evaluation resources available that pertain to an
heavily focused on operations and has begun applicant. This could include, but is not limited to,
in support areas. At the bronze level measures the achievement report, the SCOPE survey results
are beginning to communicate cause and and past documentation used to challenge.
effect. Key measures have begun to stabilize
with trends being mostly positive with some This robust assessment process is used for all
backsliding still evident. There are goals entities applying for the Shingo Prize. It is the
SUPPLY ADMINISTRATION
BUSINESS
SYSTEMS
OPERATIONS CUSTOMER
RELATIONS
PRODUCT
& SERVICE
DEVELOPMENT
III
Dimension 1 – Cultural Enablers Tools:
(250 Points)
• Arrangements with educational institutions
Guiding Principles: • Personal development plans
• Lean training curriculum and materials
Lead with Humility
• Meetings/huddles
Respect Every Individual
• Suggestion forms and measures
Supporting Concepts: • Community open house
• Fundraisers
Assure a safe environment
The following are examples of questions that
Develop people
examiners would be engaged in answering
Empower and involve everyone and understanding during an organizational
assessment. Answers to these and other
The following are examples of systems that questions asked of leaders, managers and
drive behaviors and are aligned to principles associates will provide examiners with an
as exemplified in the model (the first portion understanding of the culture of an organization.
of this document). Some tools are also listed This is not intended to be a complete list; it is
ASSESSMENT CRITERIA
as examples. This is not intended to be a check for guidance and learning purposes. Examiners
list, nor is it all inclusive. Not all will be present will also evaluate the frequency, duration,
in every organization, and organizations intensity, scope and role of the behaviors that
may have others not listed here. These are characterize the culture of an organization.
simply examples and provide organizations The behavior assessment scale provided on
some guidance on what an assessment would page 53 of this document provides further
evaluate. understanding of this process.
Systems: Questions:
V
Tools: Questions:
ASSESSMENT CRITERIA
and understanding during an organizational 3. Are managers and supervisors routinely
assessment. Answers to these and other
questions asked of leaders, managers and observing the actual process in order
associates will provide examiners with to gather factual data to understand the
an understanding of the culture of an problems and opportunities?
organization. This is not intended to be a
complete list; it is for guidance and learning 4. Are improvements made by following a
purposes. Examiners will also evaluate the scientific method, PDCA, DMAIC, A3
frequency, duration, intensity, scope and role thinking, etc.? Is there a coaching process
of the behaviors that characterize the culture
of an organization. The behavior assessment in place for problem-solving? Are problems
scale provided on page 53 of this document being addressed at the lowest possible level
provides further understanding of this process. of the organization?
5. Are problems, defects and abnormal
conditions signaled and stopped immediately
at the point of occurrence and the root cause
pursued?
Systems:
• Strategy deployment
• Daily management
• Assessment
• Communication
• Customer relationship management (CRM)
• Information technology
• Accounting/finance
• Measurement/scorecard
• Reporting/accountability
VII
Questions: Dimension 4 – Results
(200 Points)
Open-ended questions directed toward
leaders, managers, associates and other
Guiding Principle:
observations provide answers to the sample
questions below. Once behavioral evidence
is observed and collected by examiners, it is Create Value for the Customer
rated with the behavior assessment scale.
Supporting Concepts:
1. Is there a structured process for aligning
goals and strategic priorities that is simple Measure what matters
and visible at all levels of the organization? Align behaviors with performance
2. Do leaders hold to the guiding principles Identify cause-and-effect relationships
through hard times? The following are examples of systems that
3. Are support functions seamlessly integrated drive behaviors and are aligned to principles
to aid operations in creating value (process- as exemplified in the Model (the first portion
of this document). Some tools are also listed.
based versus silo culture)? This is not intended to be a check list, nor is
4. Do information systems provide direct it all inclusive. Not all will be present in every
ASSESSMENT CRITERIA
flow of pertinent information that is organization, and organizations may have oth-
ers not listed here. These are simply examples
easily accessible and usable across the and provide organizations some guidance on
extended enterprise (no shadow systems or what an assessment would evaluate.
spreadsheets)?
Systems:
5. Do leaders and managers have a standard
work process that enables them to monitor
• Voice of the customer
and maintain company alignment?
• Strategy deployment
• Communications
• Visual management
• Management reporting
Tools:
• Huddles
• Control boards
• Score cards
• All employee meetings
• Surveys
IX
etc.) (high utilization without adverse effects Examples of other supporting measures
on responsiveness) that could be provided are
• Return on investment
• Revenue per employee hour worked • Success of new products
• Portfolio value (new products and existing) • New contract awards
• Maintenance profiles (percent preventive for • Share of category
example) • Customer retention
• Other appropriate measures • Net promoter score
• Customer engagement in programs
4.C Delivery •M easure of customer intent (awareness and
consideration)
Strongly recommended measures: • Other appropriate measures
ASSESSMENT CRITERIA
order to customer receipt, assuming no
finished goods inventory) •N umber of ideas per employee and degree of
• Processing cycle time (into process to out-of employee implementation of them
process) • Near misses
• Survey (measure of employee trust and
Examples of other supporting measures confidence in organization and management)
that could be provided are
Examples of other supporting measures
• Time from or to supplier to receipt of that could be provided are
materials
• Customer awards, audits, and surveys • Reportables
• Premium freight as percent of production • Waste to landfill
costs • Recycling
• Mis-shipments • Emissions
• Warranty response and service • Energy consumption
• Reorder rate • Utilization of high-potential talent
• Field performance data • Talent pipeline strength (succession planning)
• Backorder data • Other appropriate measures
• System availability
• Other appropriate measures
• Market share
• Customer surveys
XI
ASSESSMENT CRITERIA
(20%)
(20%)
(20%)
(20%)
(20%)
XIII
Behavior Assessment Scale
Operational Excellence (Standard)
Managers are Managers mostly Managers are Managers focus Managers are
oriented toward look to specialists involved in on driving primarily focused
getting results “at to create developing behaviors through on continuously
Role
all costs” improvement systems and the design of improving systems
through project helping others to systems to drive behavior
ASSESSMENT CRITERIA
orientation use tools more closely aligned
effectively with principles of
operational
excellence
XV
ASSESSMENT CRITERIA
Discover Excellence
XVII
and also how to address misalignments by entity for malfeasance
embedding your principles into your work and •A
n applying entity must be able to show
management systems. measures that are specific to the applying
entity (divisional or corporate metrics are
In addition, participants will develop a not sufficient). A minimum of three full
comprehensive working knowledge of the years of data is required. Most measures
Shingo Prize assessment criteria, which should show trends and levels and be tied to
includes methods for assessment of the improvements. Examiners will be evaluating
progress an organization has made in its lean level, trend and the correlation between
transformation. By completing this training, improvement activities and the reported
participants will learn how to use the Shingo results. It is expected that lean initiatives
Model and assessment criteria to complete will have an impact on the bottom line.
internal self-assessment that will clearly Keep in mind that the Shingo assessment
identify areas for focus and improvement in evaluates the entire applying entity to the
the entire organization. Model as detailed below. If documentation
of three full years of measures is an issue,
For detailed information on this workshop it should be discussed with the Shingo
and other available training opportunities Institute before preparing the achievement
for leaders and managers specific to the report. Further explanation of measures is
Shingo Model, please visit our website provided below in Dimension 4 – Results
at www.shingo.org or call our office at -
An applying entity may be eligible to
(435) 797-2279. challenge as a large or small organization.
Achievement qualifications are the same
Although we will make every attempt to for each; and since organizations are not
accommodate other languages, the official competing against each other, reference
language of the Shingo Institute is English. This to an organizations size is useful only
means all training, materials, feedback and for purpose of pricing and planning for
communications are performed in English. examination teams (see Table 8).
Exceptions may be when we have an instructor
that speaks a preferred language.
Small Organization Large Organization
Eligibility Requirements 250 people or less in More than 250 people
entire enterprise
An entity interested in challenging for the 250 people or less if part
Shingo Prize must meet the following eligibility of a larger organization
requirements:
Not part of a larger
Government entities
organization
•A pplying entities may be from any industry Large organizations may
including, but not limited to: services, need to be broken up into
manufacturing, healthcare and the public multiple applications
sector. An entity should have common
ownership throughout the application (e.g. a Table 8: Organization Size
manufacturer and supplier, not operated or APPLICATION PROCESS
owned by the same company) should each
Questions regarding eligibility must be
apply as a separate entity
clarified through the Shingo Institute during
• An entity should be in business long enough
the application process, prior to writing and
to establish stability
submitting the achievement report. The
• An applying entity may not be in bankruptcy
application and profile sheets help to evaluate
proceedings or knowingly considering such.
eligibility.
This would include significant restructuring
or reduction in operations
• An applying entity may not be under
investigation by any government or private
XIX
Finished Product First Pass Yield
50,000
45,000
40,000
35,000
30,000
Units
25,000
20,000
15,000
10,000
5,000
0
Jan-07
Dec
Jan-08
Dec
Jan-09
Dec
Jan-10
Dec
Jan-11
Dec
Nov
Jan-12
Nov
Jun
Jul
Nov
Nov
Nov
Mar
Apr
May
Aug
Jun
Jul
Mar
Apr
May
Aug
Jun
Jul
Mar
Apr
May
Aug
Jun
Jul
Jul
Mar
Apr
May
Aug
Mar
Apr
Jun
May
Aug
Mar
Feb
Sep
Oct
Feb
Sep
Oct
Feb
Sep
Oct
Feb
Sep
Oct
Feb
Sep
Oct
Feb
Figure 4: Finished Product First Pass Yield
Achievement reports should be written Site visit assessments will be scheduled as soon
after the application is approved, ensuring as possible after a site visit is awarded based
an applying entity is eligible to proceed. on the achievement report review. Candidates
Achievement reports will be accepted any time being considered for any level of recognition
throughout the year. Achievement reports not through the Shingo Institute will receive a site
received in time to be processed before the visit assessment by an examination team based
Annual International Shingo Conference and on final review of the achievement report. An
Awards Ceremony (usually held in April or average large facility will require five to eight
May) will be recognized at the following year’s examiners.
ceremony.
Site visits will be scheduled throughout the
Applicants will be advised of an approximate year and are dependent on the applicant’s
process time-table based on the date the achievement report submission date and
achievement report is received and that the availability of the site and examiners for an
work is in-process. If an application cannot be assessment. Site visits not scheduled in time
processed in time for the next Conference and to process before the Annual International APPLICATION PROCESS
Awards Ceremony, the application will become Shingo Conference and Awards Ceremony will
part of the following year’s applications. Please be recognized at the following year’s ceremony.
submit the achievement report early if you are
concerned about a specific conference date. An The primary objective of the site visit
application fee of $6,000 for large organizations assessment is to verify, clarify and amplify the
or $3,000 for small organizations must be information contained in the achievement
submitted with the achievement report. For report. In terms of clarification, companies
payment information, please call the Shingo should be prepared with updated measures
Institute at (435) 797-2279. reported in their achievement report during
the site visit assessment.
Applicants are asked not to divulge proprietary Approximate lead time for achievement report
information regarding products, processes or review: 30 days
sensitive financial results. Our interest is in
operational excellence, and we do not require
this information. Please do not include any
confidential information in your achievement
report or other documents sent to the Shingo
Institute. Please do send information you feel
XXI
3.
Achievement reports with appropriate The times given are approximate and subject to
recommendations from examiners change depending on many factors, including
will receive a site visit assessment. workload in the Shingo Institute office. Please
do not use these times to estimate whether or
Preferred timing for a site visit: 45 to 60 days not your application will be completed in time
after applicant notification for a specific Awards Ceremony. The staff at the
Shingo Institute will advise you if timing is in
question upon your application submittal.
4. Based on the site visit assessment results,
the Board of Examiners will recommend
Fees
the applicant to the Executive Committee
for: no award level, the Shingo Bronze Fees are due with the achievement report.
Medallion, the Shingo Silver Medallion or Applicants will be invoiced within 30 days after
the Shingo Prize. Applicant will be invoiced the site visit. The invoice is for a site visit fee
a site visit examination fee directly after and will not be broken down in any more detail
the visit (see approximate fees below). than the total fee. International applications
will be subject to additional fees. These fees will
Approximate lead time for the feedback report: be determined during the application eligibility
30 days process and an estimated fee will be collected
before a site visit occurs (see Table 9).
5.
The Executive Committee reviews the
recommendations. Organizations will be
notified of their status in approximately Application Re-Application Site Visit
30 days after the site visit assessment. Small Organization Small Organization $10,000-$20,000
Decisions made by the committee are final $3,000 $3,000
and not subject to appeal. Applicants will Large Organization Large Organization $10,000-$20,000
receive a written feedback report after status $6,000 $6,000
notification.
Table 9: Fees
6. After an award level has been determined,
a recipient may invite, at the recipient’s
expense, a member of the Shingo staff to
present the award at a local celebration. This
is best done after the public recognition
occurs; but if the time between the
recognition and the Shingo Conference is
too great, an organization may schedule
it to suit their purposes. All recipients
from around the world will be recognized
publicly at the Annual International Shingo
Conference and Awards Ceremony. APPLICATION PROCESS
XXIII
how the organization selects what to measure The achievement report should include, in the
and how measurements are used to drive first pages before the table of contents, a copy
improvement. It should also show results of the of the application form.
lean implementation and where the applicant
stands relative to best-in-class. Include The report must be printed on:
information that helps examiners understand
how the cause-and-effect relationship between • 8½ x 11-inch paper using a fixed-pitch font
measures and results is taught and understood of 11 characters per inch
by all associates. It is important that results in • Sheets should be double-sided, single
the achievement report are understandable spaced
and have explanations where needed. Please • The report is generally limited to a
refer to Dimension 4 – Results, in the Model maximum length of 50 printed pages
handbook for complete details on measures. • The report should be coil bound
• The official language of the achievement
Applicants are asked not to divulge proprietary report is English
information regarding products, processes or
sensitive financial results. Our interest is in Ten (10) hard copies and one (1) digital copy on
operational excellence, and we do not require a CD or thumb drive of the achievement report,
this information. Please do not include any meeting all above-stated criteria and format
confidential information in your achievement requirements, can be turned in up to one year
report or other documents sent to the Shingo after the application has been approved.
Institute.
Keep in mind that this report is being reviewed Achievement Report Format
by a team of examiners from a diverse group
of industries. They are very experienced in While writing the achievement report,
lean but most likely are not experienced with remember to be specific about the business
your organization. Please do not assume that system you are referring to (i.e. senior
acronyms and organizational language will be leadership, customer relations, product/
understood. Flow, clarity and conciseness of service development, operations, supply
the report are important; generally, 50 pages and management support processes). The
is the maximum length. The intent of this achievement report should discuss the
report is to tell the examiners your cultural assessment criteria detailed earlier in this
transformation story as simply and efficiently document. Principles, systems and tools have
as possible. Please make sure that if photos are been clearly defined for each dimension of the
included in the report, they are high impact, Model.
legible and of good quality.
Introduction
The achievement report is about the applying
entity, not the overall organization. Please
The introduction allows an organization to
limit references to the overall organization
highlight some of its strengths and share a brief
to areas that are applicable and critical
company overview. The company profile sheet
(i.e. if you are trying to show alignment of APPLICATION PROCESS
may be used in this section, see www.shingo.
strategy or constancy of purpose). Measures
org for examples.
should be specific to the applying entity.
Reports with excessive reference to the
overall organization may be returned to the
applicant. Examiners cannot evaluate an
applicant based on information about an
entire organization when the applying entity
is really a sub-set.
Dimension 3 – Dimension 4 –
Enterprise Alignment Results
In this dimension an organization should There are five main internal measurement
describe its lean culture as it relates to the areas for operational excellence: quality, cost/
principles in the Shingo Model. Care should productivity, delivery, customer satisfaction
be taken to sufficiently describe how your and safety/environment/morale. Each area
organization’s systems and activities drive has its own strongly suggested measures and
principle-based behavior in each business supporting measures detailed earlier in this
system. Clearly discuss examples of tools, document.
systems and principles.
XXV
Include the following items in the report: Please provide enough data so that an analysis
of stability is possible. Provide as much data
• Describe your organization’s philosophy as possible; especially, if it is data that shows
performance before lean implementation
toward creating value as it relates to the
began. Provide each measure at the level
principles in the Shingo Model of aggregation where it is most used by
• Provide the measures used in each management (monthly at the least). It is possible
measurement area defined above. Report that examiners may ask for a less aggregated
anything that is used effectively to drive version of specific data. Charts representing
improvement in the organization measurement and improvement are best
• The measures will be submitted with the displayed with the shortest interval possible.
application and profile sheet. This section in Averaging over months, quarters or years may
the achievement report will be significantly mask information that could otherwise be very
more detailed than the measures that were useful. When data is obviously collected and
submitted with the application. All categories used weekly, don’t average it into monthly or
in this section must be addressed either with annual figures for the purposes of this report.
Please use appropriate scales. Provide the data
a measurement and the discussion points
as you would normally use it.
below or a full explanation of why a particular
category is not measured All measurement categories must be covered
– quality, cost/productivity, delivery, customer
Discussion of each measure should contain: satisfaction and safety/environment/morale –
and include a minimum of three years of data.
•A clear definition of the measure and its
computation Applicants are asked not to divulge proprietary
• The trend and level of performance in each information regarding products, processes, or
area as compared to benchmarks or goals sensitive financial results. Our interest is in
operational excellence, and we do not require
• Why the measure is the appropriate measure
this information. Please do not include any
for that subsection or category confidential information in your achievement
• Any major technical adjustments that have report or other documents sent to the Shingo
been made to the measure Institute.
• How the measure is used to stimulate
improvement
• What key activities “move the dial” on that
metric
APPLICATION PROCESS
Lycoming Engines
Williamsport, Pennsylvania, USA
Performance is measured both in terms of business results and the degree to which
business, management and work systems are driving appropriate and optimum
behavior at all levels. Leadership is beginning to focus on ensuring that principles
of operational excellence are deeply imbedded into the culture and regularly
assessed for improvement.
XXVII
Shingo Silver Medallion
2013 dj Orthopedics de Mexico S.A. de C.V. C.V
MEI Queretaro Tijuana, Baja California, Mexico
El Marques, Querétaro, Mexico
Lundbeck, Supply Operation & Engineering
Pentair Water Pool and Spa (Valby and Lumsas site)
Moorpark, California Valby, Copenhagen, Denmark
At the silver level the scorecard has a broad spectrum of measures and is beginning
to include behavioral elements. Key measures are stable with mostly positive
trends and all levels understand how to affect the measures appropriately for their
areas.
Key measures have begun to stabilize with trends being mostly positive with
some backsliding still evident. There are goals being set in many areas outside of
operations. Alignment may still be weak in areas other than operations, but efforts
are being made to improve and work toward aligning the entire enterprise. Silos
are beginning to fall.
XXIX THE SHINGO PRIZE for OPERATIONAL EXCELLENCE | Model & Application Guidelines XXIX
The Shingo Research
and Professional
Publication Award
2013 Lean Sustainability Taking Improvement from the
A Factory of One: Applying Lean Dennis Averill Assembly Line to Healthcare:
Principles to Banish Waste and The Application of Lean with the
Improve your Personal Leveraging Lean in Healthcare: Healthcare Industry
Performance Transforming Your Enterprise into Ronald Bercaw
Daniel Markovitz a High Quality Patient Care
Delivery System The 7 Kata
Anatomy of a Lean Leader Charles Protzman, Dr. George Conrad Soltero and Patrice Boutier
Jerry Bussell Mayzell, Joyce Kerpchar
The Guide to Lean Enablers for
Design for Operational Excellence Own the Gap Managing Engineering Programs
Kevin Duggan Mike Martyn and Bryan Crowell Josef Oehman, et. al
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