What we learn from the Shingo Model, is that Ideal Results Require Ideal Behaviours.
OK, very good, but what does this mean, exactly, and can we give some examples?
Principle based management is not a new concept, but does bear explanation. There are, after all, five Lean principles from the book by Jones & Womack, which many have heeded over the past 25 years.
The Shingo principle, “Respect for Every Individual” sounds similar to a common lean phrase, “Respect for People“. However, it is different in the way that we should think of our employees as individuals. This encourages us to consider the impact of the individual contribution and potential of everyone across the enterprise.
This principle if applied well, enables us to tap into the collective wealth of talent, experience and passion held deep within each employee.
One of the behavioural benchmarks, or what good looks like, is around developing our employees. If an organisation invests in everyone’s development and supports and encourages them to realise their true potential, the results is a double success.
If the employee develops and excels in their work, this means the company will ultimately also succeed.
If an organisation has the behaviour, where time is invested in developing others potential, everyone would have development plans, and these would be reviewed on a regular basis.
We would also training at all levels, and on the job training is a daily occurrence. All new employees would have a structured on-boarding process and after settling in, would have received training in continuous improvement skills.
These are just some of the facets of the Respect for Every Individual principle, other areas would link to recognition and of course safety.
An organisation that recognises the contribution of all employees in a timely and frequent manner, will improve collaboration and foster a culture of continuous improvement.
If anyone would like further information on the Shingo Model for Enterprise Excellence, drop me a line. firstname.lastname@example.org