Onsite Insights visit to Cummins Turbo

Cummins is the only manufacturer focused solely on medium-to heavy-duty diesel engine turbo technologies. For more than 60 years, they have delivered innovative, reliable turbocharger solutions for their customers.

Commercial diesel engines require advanced technologies that deliver efficiency and meet strict emissions requirements. Our fixed, wastegate, variable, two-stage, turbo-compounding and waste heat expander technologies were specifically developed to deliver higher efficiency and lower cost.

Today, Cummins Turbo Technologies engineers are actively developing state of the art solutions for the next generation, including assisted turbocharging, new bearing systems and enhanced compressor stage performance.

The Huddersfield site is currently undergoing a major refurbishment to improve flow and support their operational excellence initiatives, as well as future-proofing the facility to ensure they can meet emerging demands of the wider group.

Visit in 60 seconds / Awards

Plant Refurb Project … Journey to Automation … Digital Team Boards … HSE Culture … New Technology Introduction

Visit agenda

09.30: Arrival & Introductions

10:00: CMI Business Overview

10:20: Operational Excellence Exercise 1

11:00: Operational Excellence/6 Sigma

11:15: Plant Tour 1

12:15: Lunch

13:00: Plant Tour 2

14:00: Operational Excellence Exercise 2

14:45: Q&A & Close out

15:00: Depart

Onsite Insights visit to Worldwide Fruit

As our name implies, we are an international fruit marketing and distribution Company. We source products globally, from over 1000 growers worldwide ensuring continuity of supply 365 days of the year.

Established in January 2000, we are an award winning business supplying top quality fruit to the UK’s leading supermarkets. Specialising in apples, pears and avocados and with offices in Spalding, Lincolnshire and Whitstable, Kent, we employ 452 people and have a turnover of over £220 million per annum.

Product is sourced from top quality suppliers in the UK, New Zealand, South America, South Africa, USA and Europe. Our Packhouse at Spalding handles 4.4 million cases per annum which equates to 52.8 million packs.

We truly believe our employees are our greatest asset and are proud to have been awarded the Investors In People Gold Award, FPC Best Place to Work
Award and we have S A Partners Gold Accreditation.

Our four Company values were chosen in consultation with our people and they chose – Passion – Quality – Innovation – Together. Our Company mission is to be “Customers First Choice”. With the introduction of a coaching culture and the development of a lean production system,
continuous improvement is how we do business.

Visit in 60 seconds / Awards

Process Control…Flow…Visual Management…Strategy & Deployment…Communication Boards…Problem Solving Activities

Visit agenda

10.00  Arrival & Welcome

10.30 Lean & CI Journey

11.00  Factory Tour (Gemba)

12.30 Lunch

13.30 Overview on Ent Ex System and Annual Objectives

13.45 Ohno Circle Exercise (at the Gemba)

14.30 Feedback

15.00 Q&A and Close

Onsite Insights visit to Princes Edible Oils

Princes Foods is one of the worlds leading supplier of food and drink products. With a diverse portfolio of products including many household names, the company supplies to major supermarkets across the world. Owned by the Mitsubishi Group since 1989 the company continues to grow both organically and through acquisition. Princes Food brands include: Napolina, Flora, Batchelors, Branston, Aqua Pura, Crosse & Blackwell, Cookeen and Shippams. It’s own branded products are well established
house hold names across the world.

The company’s vision is to be the first choice supplier of food and drink products to all our retail, wholesale and industrial customers across the UK, Europe and beyond.

They are committed to producing quality branded and customer own brand products that deliver innovation and convenience to meet changing consumer needs.

Visit in 60 seconds / Awards

Six Sigma…Lean Manufacturing…Visual Management…Quality…Employee Engagement…Just in Time…People & Engagement…Kanban…Process Improvement

Visit agenda

9.30  Arrival & Welcome

09.45 Overview of Princes & Edible Oils

10.15 Engaging people​​

10.40 Refreshment Break

10.50 Site Tour/Taste Panel​​

13.00 Lunch & Networking

13.40 Continuous Improvement & Lean​​

14.00 Review & Feedback

14.30 Close

Onsite Insights visit to The Buhler Group

Buhler is a world leader in innovation and delivery of sorting solutions to the global food and non-food processing industries. They design, manufacture and supply optical sorting machines to over 100 countries throughout the world. The machines are used to detect and remove unwanted and blemished material from products such as rice, coffee, nuts, vegetables, etc. They are a low volume, high value, high technology assembly operation utilising modern manufacturing techniques.

Lean Manufacturing
________________

Buhler builds its machines on a production line which operates to a Takt. More than 10 major product types and a range of options are built, tested, packed and dispatched in an integrated, single piece flow system.

Lean Techniques such as shadow boards for tools, the supply of materials using Kanbans, the grouping of material requirements into kits, and the involvement of staff in sustained and continuous improvement are employed.

Visual Management is used in the whole supply chain from product enquiry through to product ordering, manufacture and dispatch, providing all functional areas with a consistent information base. Visual management is also used to track progress against plan, and identify and action variances.

The major drive for Lean Manufacturing is the reduction in throughput times for the factory, where a 50% improvement has already been achieved. There is also an emphasis on high standards in 5S.

People and Leadership
__________________

Buhler has benefited from the introduction of a flat organisational structure, empowering its workforce, teamworking and greatly improved internal communications. More recently Buhler Sortex has begun rolling out competency-based job descriptions and performance appraisals. These changes, their objectives and what has been achieved will be shared with visitors.

Customer Relationship Management and Support
________________________________________

The pre-sales and after-sales performance of Buhler Sortex is delivered through its extensive global sales and service organisation that consists of skilled personnel, state-of-the-art systems (CRM software; remote machine monitoring technologies) and efficient business processes (market analysis, sales lead generation, sales quotation, corrective action processes and so on)

Visit in 60 seconds / Awards

Customer Care … After sales service … Lean Manufacturing … Single piece flow … Shadow Boards for Tools … Kanban … Kaizen Events … OEE … Visual Management … Process Flow … Five S (5S) … Waste reduction … Organisational structure … Teamworking … Communications … Culture change

Visit agenda

10:00 Arrival & Welcome

Safety & Introductions

Buhler SORTEX & Rice 

10:30 Optical Sorting  & Video

10:45

Group 1:Factory Tour & Demo

Group 2:Engagement Presentation by Team Leaders

11:45 Repeat

12:45 Lunch

13:30 Lean Journey (Highlights)

14:00 Industry 4.0 

15:00 Feedback & Close 

Onsite Insights visit to Happy

Happy is a multi-award-winning company, In 2022 Happy was voted in the top 2 in the UK and the top 15 in Europe in the Great Place to Work awards, small business section. A training company based in Aldgate, central London, Happy employs just 22 people but has won widespread recognition for its unique approach.

The core principle at Happy is that people work best when they feel good about themselves. The main purpose of the company management is to create a framework where people do indeed feel good about themselves. The result is a people-focused business that has won a plethora of prestigious awards (see below). The business benefits of this approach are clear, and the company has a waiting list of over 2000 people for the next job vacancy!

Creating a great place to work
________________________

What makes a great place to work? Involving visitors, Happy will reveal key principles and specific steps to take to make your workplace one that people will really want to work in. Recognise how to create a blame-free environment and identify the key principle for management focus.

Great customer service
__________________

The first principle of great customer service is: Treat your customers as you would want to be treated. The visit will involve the audience in bringing together great and poor customer service experiences and lead to practical steps you can take. You will recognise what differentiates great service from normal service and identify key steps to help your organisation to improve.

Positive social impact
_________________

Discover ways to develop the social effect of your organisations work on employees and the wider community.

Visit in 60 seconds / Awards

Lean…Continuous Improvement…Improvement Projects…Design-Led Manufacturing…Visual Management…Five S…Building CI capability

Visit agenda

Unit 1  10:00 – 12:30

  • Creating joy at work through empowerment
  • Ownership and Transparency
  • How we aim to deliver customer delight (and measure it)

Unit 2   13:15 – 15:00

  • Recruitment and selection
  • Snapshots and peer review (what we do instead of appraisals)
  • Creating joy in life as well as work

Onsite Insights visit to Happy

Happy is a multi-award-winning company, In 2022 Happy was voted in the top 2 in the UK and the top 15 in Europe in the Great Place to Work awards, small business section. A training company based in Aldgate, central London, Happy employs just 22 people but has won widespread recognition for its unique approach.

The core principle at Happy is that people work best when they feel good about themselves. The main purpose of the company management is to create a framework where people do indeed feel good about themselves. The result is a people-focused business that has won a plethora of prestigious awards (see below). The business benefits of this approach are clear, and the company has a waiting list of over 2000 people for the next job vacancy!

Creating a great place to work
________________________

What makes a great place to work? Involving visitors, Happy will reveal key principles and specific steps to take to make your workplace one that people will really want to work in. Recognise how to create a blame-free environment and identify the key principle for management focus.

Great customer service
__________________

The first principle of great customer service is: Treat your customers as you would want to be treated. The visit will involve the audience in bringing together great and poor customer service experiences and lead to practical steps you can take. You will recognise what differentiates great service from normal service and identify key steps to help your organisation to improve.

Positive social impact
_________________

Discover ways to develop the social effect of your organisations work on employees and the wider community.

Visit in 60 seconds / Awards

Lean…Continuous Improvement…Improvement Projects…Design-Led Manufacturing…Visual Management…Five S…Building CI capability

Visit agenda

Unit 1  10:00 – 12:30

  • Creating joy at work through empowerment
  • Ownership and Transparency
  • How we aim to deliver customer delight (and measure it)

Unit 2   13:15 – 15:00

  • Recruitment and selection
  • Snapshots and peer review (what we do instead of appraisals)
  • Creating joy in life as well as work

Onsite Insights visit to Happy

Happy is a multi-award-winning company, In 2022 Happy was voted in the top 2 in the UK and the top 15 in Europe in the Great Place to Work awards, small business section. A training company based in Aldgate, central London, Happy employs just 22 people but has won widespread recognition for its unique approach.

The core principle at Happy is that people work best when they feel good about themselves. The main purpose of the company management is to create a framework where people do indeed feel good about themselves. The result is a people-focused business that has won a plethora of prestigious awards (see below). The business benefits of this approach are clear, and the company has a waiting list of over 2000 people for the next job vacancy!

Creating a great place to work
________________________

What makes a great place to work? Involving visitors, Happy will reveal key principles and specific steps to take to make your workplace one that people will really want to work in. Recognise how to create a blame-free environment and identify the key principle for management focus.

Great customer service
__________________

The first principle of great customer service is: Treat your customers as you would want to be treated. The visit will involve the audience in bringing together great and poor customer service experiences and lead to practical steps you can take. You will recognise what differentiates great service from normal service and identify key steps to help your organisation to improve.

Positive social impact
_________________

Discover ways to develop the social effect of your organisations work on employees and the wider community.

Visit in 60 seconds / Awards

Lean…Continuous Improvement…Improvement Projects…Design-Led Manufacturing…Visual Management…Five S…Building CI capability

Visit agenda

Unit 1  10:00 – 12:30

  • Creating joy at work through empowerment
  • Ownership and Transparency
  • How we aim to deliver customer delight (and measure it)

Unit 2   13:15 – 15:00

  • Recruitment and selection
  • Snapshots and peer review (what we do instead of appraisals)
  • Creating joy in life as well as work

The Power of Benchmarking

By Ailsa Carson, Partner

Benchmarking is defined as the act or practice of measuring something against a standard, or of testing in order to develop such a standard[i]. Most organizations that are invested in best practice or continuous improvement will use benchmarking either formally or informally to support their journey. It can take place within the organisation, between departments, within local supply chains or business networks (such as the Lean Forum) or more formally through organized visit programs.

When you undertake intentional benchmarking activities either formally or informally you are assessing your organization or an aspect of it such as a process, with the one you are visiting.  You could be looking at a specific process, a problem or a system.

It’s not about whether one is better than the other, its about seeing different approaches to common challenges. It’s about seeing how different processes, systems and people interact with their work. It is a mechanism for continuous improvement.  Seeing how others have developed their systems and processes can be powerful and help drive rapid improvement.  For example, seeing how an organization has developed and deployed effective tiered meetings and how they communicate strategy can drive you to improve your own systems in this area.

Yes every product and company is different in how they operate, but many of the problems they face are common – employee engagement; waste; right first time; health and safety are common to all.

What we see through Onsite Insights[ii] which has been running since the 1980’s is that the benefit is not only for the visitor but also for the host site. Why? Because every person, will look at a process with a different lens. It could be a process or systems lens, a people lens, a health and safety lens, for example.  Visitors will therefore provide input that you may not receive from your own employees as they will be looking at things from a different perspective.

It is also clear that the benchmarking activity itself is not the only thing that provokes idea generation and solutions – its’ the act of immersing yourself in another environment for a period of time that can stimulate fresh ideas and thoughts and enable you to approach problems and challenges with fresh eyes.  Having met thousands of people on visits over the last 20 years, it is common to hear the phrase – it’s just being outside of the day-to-day that helps me think of solutions to challenges.

According to Allen Braun, “walking gives your mind a break. You get to take a pause from being analytical, which allows you to tap into your creativity and problem-solving skills”.[iii]  So benchmarking visits serve in two ways – to release us from our day-to-day to think more creatively and they provide a means to observe how others manage their processes, systems and people.

One site we have visited, Ipsen Pharmaceutical, who were awarded a Bronze Medallion by the Shingo Institute, undertake a program of benchmarking between departments. This has a myriad of benefits. It helps with inter-company communication, the sharing of best practice between departments and employee engagement.  Host sites have often remarked that one of the benefits they get from hosting benchmarking visits is the impact on the team. The visits allow the host company to reflect on how far they have come, what they have achieved in their continuous improvement journey and share with pride the results.  Employees that may not naturally have external networks get to share what they have achieved with like-minded people from different sectors.

Can the tools seen on site visits be taught in a classroom or read in a book – sure! But a real understanding of how they have been applied, what has worked and why as well as what hasn’t work can’t be taught this way.  Seeing process improvements first hand in the environment they were developed for is a powerful tool in seeing how simple changes can generate huge productivity and performance improvements.  It is the essence and power of both Gemba and Jishuken – tools that underpin lean manufacturing and support the pursuit of excellence.

Many organizations with long-service teams, may also find that sending these people on visits stimulates fresh thinking.  It allows people to see different environments and create networks that they can then discuss challenges and problems with.

One of my colleagues says that benchmarking ensures you “Don’t swallow your own bullshit!” I love this even if it is a bit harsh. What it does is provides external (or internal) validation of how well you are doing compared to other organisations either within your own sector or outside of it. I have assessed hundreds of sites globally and it is generally those that feel they still have a long way to go are performing better than those that feel they are at the top of their game.  Not wanting to use another phrase but after all – complacency can breed contempt!

I had a great debate with a colleague once on whether benchmarking leads to complacency. His belief was that if we compare ourselves against others and only seek to achieve what they have we will all only every achieve mediocre results.  I don’t agree, but I do feel, that alongside benchmarking organizations need to be clear and ambitious about their long term vision and direction of travel to ensure they don’t fall into the trap of just performing as well as the next company.

Whilst we would love to see you all on the visit program – Onsite Insights, we also want to encourage everyone to invest in benchmarking in whatever form it takes – set up an internal benchmarking framework (we can help with this!) or visit within your supply chain or customer network.  You can also join more informal networking groups like the LEAN FORUM to gain inspiration from your desk!

Please do contact me for further information or for support and recommendations on potential visits.

Ailsa

Ailsa.Carson@sapartners.com

For information on the visit programme please do contact me or visit our website www.onsiteinsights.co.uk

 

[i]  Dictionary.com, https://www.dictionary.com/browse/benchmarking

[ii] Onsite Insights is an international visit programme owned and operated by S A Partners LLP. Established in 2003 the program supports organisations improve through a series of one day visits to best practice sites.

[iii] Allen Braun, WRAIR, https://www.thisiscalmer.com/blog/7-benefits-of-daily-walks-for-your-creativity#:

Onsite Insights visit to DHL Supply Chain

DHL Supply Chain, part of the DPDHL Group is the World’s leading logistics provider.  Combining management and value-added services with customised, integrated logistics solutions drives resilience, efficiency, improves quality and creates competitive advantage.  DHL Supply Chain operates in 50+ countries with over 177,000 full-time employees.  Ensuring outstanding and sustainable operations requires the best people.  That’s why DHL strives to provide a safe, inclusive and purpose-driven workplace rooted in the guiding principles of Respect and Results – values that form the foundation of everything they do.

 

The DHL Coalville facility is a 250,000ft2 multi-Customer Distribution Centre within the Technology sector located in the Midlands area.

 

DHL Supply Chain drives Continuous Improvement and world class operational efficiency through the implementation of their BASICS Standards and Operations Management System.  These ‘BASICS’ are their sets of tools and processes which define the DHL ‘Way of Working’.  This creates a platform from which to implement their Operations Management System.  A system which ensures they deliver a world class operation that reaches its maximum performance potential.  They embed a culture of Continuous Improvement, which involves everyone, everywhere, everyday taking responsibility for it using the OMS First Choice toolkit.

Visit in 60 seconds / Awards

Operations Management System … Continuous Improvement … Tools … Methodology

Visit agenda

10:30 Arrival & Coffee

  • 10:30 Arrival & Coffee
    • Introduction and Overview of Coalville facility
    • DHL Operations Management System – how we use OMS to deliver for our Customers
    • Site Tour
    • Lunch
    • Continuous Improvement at DHL
    • Q&A

    15:00 Close

Onsite Insights visit to DHL Supply Chain

DHL Supply Chain, part of the DPDHL Group is the World’s leading logistics provider.  Combining management and value-added services with customised, integrated logistics solutions drives resilience, efficiency, improves quality and creates competitive advantage.  DHL Supply Chain operates in 50+ countries with over 177,000 full-time employees.  Ensuring outstanding and sustainable operations requires the best people.  That’s why DHL strives to provide a safe, inclusive and purpose-driven workplace rooted in the guiding principles of Respect and Results – values that form the foundation of everything they do.

 

The DHL Coalville facility is a 250,000ft2 multi-Customer Distribution Centre within the Technology sector located in the Midlands area.

 

DHL Supply Chain drives Continuous Improvement and world class operational efficiency through the implementation of their BASICS Standards and Operations Management System.  These ‘BASICS’ are their sets of tools and processes which define the DHL ‘Way of Working’.  This creates a platform from which to implement their Operations Management System.  A system which ensures they deliver a world class operation that reaches its maximum performance potential.  They embed a culture of Continuous Improvement, which involves everyone, everywhere, everyday taking responsibility for it using the OMS First Choice toolkit.

Visit in 60 seconds / Awards

Operations Management System … Continuous Improvement … Tools … Methodology

Visit agenda

10:30 Arrival & Coffee

  • 10:30 Arrival & Coffee
    • Introduction and Overview of Coalville facility
    • DHL Operations Management System – how we use OMS to deliver for our Customers
    • Site Tour
    • Lunch
    • Continuous Improvement at DHL
    • Q&A

    15:00 Close

Improvement Leader 1C Green Belt

This course has been designed for participants who want to learn, be certified, and apply Lean Green Belt principles in their workplace. Lean Improvement Coach is a great way of learning how to improve product quality, customer service and costs. Participants could already be leadership position, (or looking for career progression) and are having to lead and manage improvement projects in their organisation. Participants will learn about choosing and leading Lean Improvement Coach projects. This training is accredited by the Lean Competency System.

After successful completion of training, you will be able to lead teams with confidence and apply Lean Improvement tools at work. With the ability to train and coach others on the basics of lean Improvement. Be able to select key projects that will make improvements and learn to lead Lean Improvement Coach improvement projects.

Course details

Certification: Lean Improvement Coach Green Belt

Accredited by: Lean Competency System

Entry requirements:  There are no entry requirements.

Exam: Theory exam and Practical assessment

Exam venue: Online portal and on-site activity

Study time: there are 10 modules of 4 hours (plus 30 mins initial intro) .

Key things will you learn during this qualification

  • Understand C.I. principles and behaviours.
  • Clear identification of wasteful activities within a business environment
  • Problem solving. 5 why, PDCA
  • Workplace organisation (5s) and leadership routines
  • The role and responsibilities of leadership to coach and inspire improvement teams.
  • Customer value mapping tools and techniques to identify flow (BPM/ Process mapping)
  • Application and understanding of facilitation and leadership behaviours
  • Introduction into tiered meetings

What is included in your course fee?

  • Lean Improvement Coach Green Belt course
  • Certification through LCS
  • 1 x 1 coaching
  • Learner support from a dedicated team

Who is this qualification for?

Team managers and leaders who want to deliver process level improvements. The course provides the essential process and people skills, so enabling sustainable process improvement.

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

Improvement Leader 1C Green Belt

This course has been designed for participants who want to learn, be certified, and apply Lean Green Belt principles in their workplace. Lean Improvement Coach is a great way of learning how to improve product quality, customer service and costs. Participants could already be leadership position, (or looking for career progression) and are having to lead and manage improvement projects in their organisation. Participants will learn about choosing and leading Lean Improvement Coach projects. This training is accredited by the Lean Competency System.

After successful completion of training, you will be able to lead teams with confidence and apply Lean Improvement tools at work. With the ability to train and coach others on the basics of lean Improvement. Be able to select key projects that will make improvements and learn to lead Lean Improvement Coach improvement projects.

Course details

Certification: Lean Improvement Coach Green Belt

Accredited by: Lean Competency System

Entry requirements:  There are no entry requirements.

Exam: Theory exam and Practical assessment

Exam venue: Online portal and on-site activity

Study time: there are 10 modules of 4 hours (plus 30 mins initial intro) .

Key things will you learn during this qualification

  • Understand C.I. principles and behaviours.
  • Clear identification of wasteful activities within a business environment
  • Problem solving. 5 why, PDCA
  • Workplace organisation (5s) and leadership routines
  • The role and responsibilities of leadership to coach and inspire improvement teams.
  • Customer value mapping tools and techniques to identify flow (BPM/ Process mapping)
  • Application and understanding of facilitation and leadership behaviours
  • Introduction into tiered meetings

What is included in your course fee?

  • Lean Improvement Coach Green Belt course
  • Certification through LCS
  • 1 x 1 coaching
  • Learner support from a dedicated team

Who is this qualification for?

Team managers and leaders who want to deliver process level improvements. The course provides the essential process and people skills, so enabling sustainable process improvement.

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

Improvement Leader 1C Green Belt

This course has been designed for participants who want to learn, be certified, and apply Lean Green Belt principles in their workplace. Lean Improvement Coach is a great way of learning how to improve product quality, customer service and costs. Participants could already be leadership position, (or looking for career progression) and are having to lead and manage improvement projects in their organisation. Participants will learn about choosing and leading Lean Improvement Coach projects. This training is accredited by the Lean Competency System.

After successful completion of training, you will be able to lead teams with confidence and apply Lean Improvement tools at work. With the ability to train and coach others on the basics of lean Improvement. Be able to select key projects that will make improvements and learn to lead Lean Improvement Coach improvement projects.

Course details

Certification: Lean Improvement Coach Green Belt

Accredited by: Lean Competency System

Entry requirements:  There are no entry requirements.

Exam: Theory exam and Practical assessment

Exam venue: Online portal and on-site activity

Study time: there are 10 modules of 4 hours (plus 30 mins initial intro) .

Key things will you learn during this qualification

  • Understand C.I. principles and behaviours.
  • Clear identification of wasteful activities within a business environment
  • Problem solving. 5 why, PDCA
  • Workplace organisation (5s) and leadership routines
  • The role and responsibilities of leadership to coach and inspire improvement teams.
  • Customer value mapping tools and techniques to identify flow (BPM/ Process mapping)
  • Application and understanding of facilitation and leadership behaviours
  • Introduction into tiered meetings

What is included in your course fee?

  • Lean Improvement Coach Green Belt course
  • Certification through LCS
  • 1 x 1 coaching
  • Learner support from a dedicated team

Who is this qualification for?

Team managers and leaders who want to deliver process level improvements. The course provides the essential process and people skills, so enabling sustainable process improvement.

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

Onsite Insights visit to Morgan Furniture

Morgan Furniture is a wholly British, design orientated, business making seating and tables for the contract market from its dedicated 4500m2 factory in Hampshire. It is a family-owned business.

At Morgan we believe the design and manufacture of truly original, high-quality furniture is the result of passion, care, design integrity, experience, craftsmanship and an unfaltering dedication to quality. This commitment could not be realised without fully integrating the design and manufacturing processes. At our factory and studio in Hampshire we start the process with trees and finish with beautifully crafted chairs.

Lean & Continuous Improvement

Our journey in Lean and Continuous Improvement began over 20 years ago and similar to many organisations the path has not always been straight. We have re-focused the activity in recent years to build capability across the whole organisation; we have begun development of our own Lean Academy and will share with visitors how this has worked and is delivering results.  We have embraced all of the key Lean tools and are proud of the team’s improvement initiatives. We will share with visitors on the site tour the visual management that we use to support strategy deployment and improvement projects.

Improvement Projects

Our improvement projects are owned and embraced by each of our team members.  On
the visit we will share with you how we support and celebrate these as part of our journey to excellence. You will also see how we have created ownership of Five S and improvement in every area of both the factory and operations.

Design-Led Manufacturing

Our products are bespoke and hand crafted.  Our clients include both international hospitality, workplace, healthcare and cruise organisations.  We will share with visitors how we embrace our core  value of being ‘Design-Led within our manufacturing process.

Visit in 60 seconds / Awards

Lean…Continuous Improvement…Improvement Projects…Design-Led Manufacturing…Visual Management…Five S…Building CI capability

Visit agenda

10.00  Welcome & Introductions

10.30 Our Lean & CI Journey & Engaging our team

11.30  Site Tour (Gemba)​

12.30 Lunch

13.00 Improvement Projects

  • Including Visual Management; Five S; Building CI Capability​

14.00 Close & Depart

Onsite Insights visit to Morgan Furniture

Morgan Furniture is a wholly British, design orientated, business making seating and tables for the contract market from its dedicated 4500m2 factory in Hampshire. It is a family-owned business.

At Morgan we believe the design and manufacture of truly original, high-quality furniture is the result of passion, care, design integrity, experience, craftsmanship and an unfaltering dedication to quality. This commitment could not be realised without fully integrating the design and manufacturing processes. At our factory and studio in Hampshire we start the process with trees and finish with beautifully crafted chairs.

Lean & Continuous Improvement

Our journey in Lean and Continuous Improvement began over 20 years ago and similar to many organisations the path has not always been straight. We have re-focused the activity in recent years to build capability across the whole organisation; we have begun development of our own Lean Academy and will share with visitors how this has worked and is delivering results.  We have embraced all of the key Lean tools and are proud of the team’s improvement initiatives. We will share with visitors on the site tour the visual management that we use to support strategy deployment and improvement projects.

Improvement Projects

Our improvement projects are owned and embraced by each of our team members.  On
the visit we will share with you how we support and celebrate these as part of our journey to excellence. You will also see how we have created ownership of Five S and improvement in every area of both the factory and operations.

Design-Led Manufacturing

Our products are bespoke and hand crafted.  Our clients include both international hospitality, workplace, healthcare and cruise organisations.  We will share with visitors how we embrace our core  value of being ‘Design-Led within our manufacturing process.

Visit in 60 seconds / Awards

Lean…Continuous Improvement…Improvement Projects…Design-Led Manufacturing…Visual Management…Five S…Building CI capability

Visit agenda

10.00  Welcome & Introductions

10.30 Our Lean & CI Journey & Engaging our team

11.30  Site Tour (Gemba)​

12.30 Lunch

13.00 Improvement Projects

  • Including Visual Management; Five S; Building CI Capability​

14.00 Close & Depart

Onsite Insights visit to Fujifilm Speciality Ink Systems

Located in Broadstairs, UK, the FUJIFILM Speciality Ink Systems site is a centre of excellence for the development of UV and aqueous inkjet ink technologies and manufacture of UV inks. The facility manufactures for both Fujifilm print systems and other print system manufacturers. In addition, it has expertise in screen, flexo, and industrial analogue inks. It is part of the global FUJIFILM Ink Solutions Group, with locations across UK, USA and India.

 

The site holds certifications in ISO 9001, ISO 14001, ISO 45001, and ISO 22000, underscoring its commitment to stringent quality management and environmental standards. It also has GMP manufacturing capability.

 

Quality assurance is central to the site’s operations, with a focus on delivering products that meet the highest performance requirements. Analytical methodology and equipment is used to control the quality of raw materials at a molecular level. Stringent Quality Management Systems ensure that products undergo rigorous quality checks throughout production.

 

A strong emphasis on continuous improvement, includes various programs that enhance efficiency and optimize manufacturing processes. The Autonomous Maintenance program empowers production personnel to take ownership of their equipment, ensuring optimal performance and minimizing downtime. One Point Lessons equip operators with valuable knowledge and practical solutions, preventing human errors and resolving process problems effectively. The Quick Kaizen approach facilitates swift implementation of small but impactful improvements.

 

Additionally, the site’s commitment to sustainability is evident through its goal of reducing CO2 generation by 50% compared to 2019 by 2030, with an ultimate objective of achieving carbon neutrality by 2040. It is a certified zero-to-landfill site.

 

Supported by robust manufacturing processes and a reliable supply chain, the site delivers batch-to-batch consistency and quality-assured products. With its strong manufacturing and logistics infrastructure, it guarantees uninterrupted global supply to 86 countries.

Visit in 60 seconds / Awards

Quality Journey … Projects and People … Communication … Training …  Culture … Industry

Visit agenda

10.00 Arrival & Refreshments

10.15 Welcome & Introductions

10.30 About Fujifilm SIS
– Our Company
– Our Culture
– Our Industry

11.30 Our Quality Journey
– Our Approach
– Projects & Initiatives
– Tools & Techniques
– The FSIS House of Lean
– What’s Next!

12.30 Networking Lunch

13.00 Site Tour

14.00 Projects & People
– Communication
– Projects & Results
– Training at Fujifilm

15.30 Ideas Exchange (Q&A)

16.00 Feedback, Close & Depart

Onsite Insights visit to Fujifilm Speciality Ink Systems

Located in Broadstairs, UK, the FUJIFILM Speciality Ink Systems site is a centre of excellence for the development of UV and aqueous inkjet ink technologies and manufacture of UV inks. The facility manufactures for both Fujifilm print systems and other print system manufacturers. In addition, it has expertise in screen, flexo, and industrial analogue inks. It is part of the global FUJIFILM Ink Solutions Group, with locations across UK, USA and India.

 

The site holds certifications in ISO 9001, ISO 14001, ISO 45001, and ISO 22000, underscoring its commitment to stringent quality management and environmental standards. It also has GMP manufacturing capability.

 

Quality assurance is central to the site’s operations, with a focus on delivering products that meet the highest performance requirements. Analytical methodology and equipment is used to control the quality of raw materials at a molecular level. Stringent Quality Management Systems ensure that products undergo rigorous quality checks throughout production.

 

A strong emphasis on continuous improvement, includes various programs that enhance efficiency and optimize manufacturing processes. The Autonomous Maintenance program empowers production personnel to take ownership of their equipment, ensuring optimal performance and minimizing downtime. One Point Lessons equip operators with valuable knowledge and practical solutions, preventing human errors and resolving process problems effectively. The Quick Kaizen approach facilitates swift implementation of small but impactful improvements.

 

Additionally, the site’s commitment to sustainability is evident through its goal of reducing CO2 generation by 50% compared to 2019 by 2030, with an ultimate objective of achieving carbon neutrality by 2040. It is a certified zero-to-landfill site.

 

Supported by robust manufacturing processes and a reliable supply chain, the site delivers batch-to-batch consistency and quality-assured products. With its strong manufacturing and logistics infrastructure, it guarantees uninterrupted global supply to 86 countries.

Visit in 60 seconds / Awards

Quality Journey … Projects and People … Communication … Training …  Culture … Industry

Visit agenda

10.00 Arrival & Refreshments

10.15 Welcome & Introductions

10.30 About Fujifilm SIS
– Our Company
– Our Culture
– Our Industry

11.30 Our Quality Journey
– Our Approach
– Projects & Initiatives
– Tools & Techniques
– The FSIS House of Lean
– What’s Next!

12.30 Networking Lunch

13.00 Site Tour

14.00 Projects & People
– Communication
– Projects & Results
– Training at Fujifilm

15.30 Ideas Exchange (Q&A)

16.00 Feedback, Close & Depart

Shingo Enterprise Alignment @ Ipsen (Dublin)

This two day virtual workshop integrates classroom and on-site experiences at a host facility to build upon the knowledge and experience gained in the DISCOVER EXCELLENCE* workshop. It takes you deeper into the Shingo Model™ by focusing on the principles identified in the Enterprise Alignment dimension:

• Think Systemically

• Create Constancy of Purpose

• Create Value for the Customer

To succeed, organizations must develop management systems that align work and behaviors with principles and direction in ways that are simple, comprehensive, actionable, and standardized. Organizations must get results, and creating value for customers is ultimately accomplished through the effective alignment of every value stream in an organization. The ENTERPRISE ALIGNMENT workshop continues the discussion around defining ideal behaviors and the systems that drive them.

*DISCOVER EXCELLENCE and SYSTEMS DESIGN are a prerequisite to this workshop.

For further information about this course please email: events@sapartners.com

Shingo Continuous Improvement @ Marshalls

Certified Shingo IMPROVE workshop delivered over 2 x 8-hour days 

About this Event

This workshop integrates classroom and on-site experiences at a host facility to build upon the knowledge and experience gained in the DISCOVER EXCELLENCE* workshop.

It begins by teaching you how to define value through the eyes of your customers clearly. It continues the discussion about ideal behaviors, fundamental purpose, and behavioral benchmarks and takes you deeper into the Shingo Model™ by focusing on the principles identified in the Continuous Improvement dimension:

  • Seek Perfection
  • Embrace Scientific Thinking
  • Focus on Process
  • Assure Quality at the Source
  • Improve Flow & Pull

The CONTINUOUS IMPROVEMENT workshop will deepen your understanding of the relationship between behaviors, systems, and principles, and how they drive results.

How it is delivered:

The course will be delivered Face-To-Face:

  • Over 2 days
  • Start time: 08:00 am BST
  • Finish time: 05:00 pm BST
  • Pre-reading will be provided prior to the course.
  • Booking is essential.

This workshop is accredited by The SHINGO Institute. Following successful completion of the course you will receive your certificate.

*DISCOVER EXCELLENCE and SYSTEMS DESIGN are a prerequisite to this workshop.

Senior leaders and Continuous Improvement professionals from enterprises, big or small, from any sector, wanting to understand the essential ingredients needed to create a sustainable business Improvement culture.

Attendees of the Shingo Discover Excellence Workshop give their thoughts on the learning outcomes.

SHINGO Cultural Enablers @ Ipsen (Dublin)

This 2 x 8 hour training workshop is SHINGO certified and will provide you with insights into the Cultural Enablers dimension.

About this Event

This interactive virtual workshop builds upon the knowledge and experience gained in the DISCOVER EXCELLENCE* workshop.

It takes you deeper into the Shingo Model™ by focusing on the principles identified in the Cultural Enablers dimension:

• Respect Every Individual

• Lead with Humility

Cultural Enablers principles make it possible for people in an organization to engage in the transformation journey, progress in their understanding, and build a culture of organizational excellence. Organizational excellence cannot be achieved through top-down directives or piecemeal implementation of tools. It requires a widespread organizational commitment. The CULTURAL ENABLERS workshop will help you define ideal behaviors and the systems that drive those behaviors using behavioral benchmarks.

‘DISCOVER EXCELLENCE and SYSTEMS DESIGN are a pre-requisite to this workshop’

For more information please do email: Events@sapartners.com

As a CULTURAL ENABLER participant, you will achieve the following objectives:

  • Understand the benefits of focusing on the Shingo principles and recognise where you could make improvements in your own organisation to improve systems and drive ideal behaviours.
  • Learn how to benchmark your performance against the best in the world by carrying out your own self-assessment based on the Shingo Model™ .
  • Learn from other organisations experiences as you take part in a range of hands on activities and group discussions.

The Shingo Model

You can find out more about the Shingo Model and download a copy of the Guide to the Shingo Model from our Shingo page.

shingo model

Senior leaders and Continuous Improvement professionals from enterprises, big or small, from any sector, wanting to understand the essential ingredients needed to create a sustainable business Improvement culture.

SHINGO Systems Design Workshop @ Marshalls

This Shingo Systems Design workshop is delivered onsite at Marshalls, Halifax, UK over two days.

Developing & designing the right Business Systems will support you deliver the organizational results you need.

About this Event

A successful organization is usually made up of complex systems that can be divided into layers of subsystems, each containing the necessary tools to enable the successful outcome of the system. An example of this would be the Continuous Improvement System which pulls together all of the tools & techniques used by an organisation or the HR System which guides human resource activity.

The Shingo Model Insights tell us that:

  • Ideal results require ideal behaviours
  • Purpose & systems drive behaviours
  • Principles inform ideal behaviours

For this reason Systems Thinking is fundamental to the success of Enterprise Excellence and this interactive workshop will provide you with the skills to recognise, define and establish the ‘right’ systems within your own organization.

This virtual training workshop builds upon the knowledge and experience gained in the DISCOVER EXCELLENCE* workshop, and focuses on the Systems and Tools diamonds in the Shingo Model™. It begins by explaining that all work in an organization is the outcome of a system.

Systems must be designed to create a specific end objective; otherwise, they evolve on their own. Systems drive the behavior of people, and variation in behavior leads to variation in results. Organizational excellence requires well designed systems to drive ideal behaviors that are required to produce sustainable results.

In this workshop, you will:

  • DISCOVER three types of essential systems.
  • EXPLORE five required communication tools for each system.
  • LEARN how to create and use system maps.
  • UNDERSTAND system standard work and how it drives improvement.

‘DISCOVER EXCELLENCE is a pre-requisite to this workshop’

For further information, please email events@sapartners.com

Senior leaders and Continuous Improvement professionals from enterprises, big or small, from any sector, wanting to understand the essential ingredients needed to create a sustainable business Improvement culture.

SHINGO Discover Excellence @ Marshalls

This two day SHINGO DISCOVER EXCELLENCE workshop will be delivered onsite at Marshalls (Fletcher Bank, Bury, UK) between 24 & 25 January in 8 hr sessions between 09:00 & 17:00pm each day.

About the course

The workshop will be led by experienced Shingo facilitator Garry Corbet and you will hear first hand, how Shingo principles drive behaviour throughout the entire organisation to deliver world class results.

DISCOVER EXCELLENCE is the foundational workshop that introduces the SHINGO MODEL, the Shingo Guiding Principles and the Three Insights to Organisational Excellence. With active discussions this workshop will provide a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you discover how to release the latent potential in your organisation to enable you to achieve organizational excellence. It provides the basic understanding needed in all Shingo Workshops, therefore is a pre-requisite to them.

What makes the Shingo Workshops powerful is that each workshop includes a reflection on an organization (the Host Site). This allows participants to reflect on the theory and apply their learning by interviewing various people in the organisation. In workshops held onsite this usually takes the form of a Gemba walk where team members are interviewed at their workplace.

As a participant, you will:

LEARN and understand the Shingo Model.

DISCOVER the Three Insights of Organizational Excellence.

EXPLORE how the Shingo Guiding Principles inform ideal behaviours that ultimately lead to sustainable results.

UNDERSTAND the behavioural assessment process through an interactive case study and on-site learning.

How this is delivered:

The interactive online training consists of:

2x 8 hour sessions (09:00 – 17:00pm).
Over 2 days

Why attend?

Organisations who have adopted the Shingo principles, have seen an increased level of success in areas such as Costs (increased revenue, reduced inventory, reduced lead times etc), Safety & Quality ( zero lost time for accidents, reduction in scrap, defects and non-conformance), On Time in Full & New Product Introduction (increases in OTIF by as much as 95%  & NPI up to 100%).

More benefits of implementing Shingo can be found in our Shingo section.

graph showing 100% accomplished and 33% outstanding for the SHingo Discover Enterprise Excellence workshopcourse delvery

What have attendee’s thought of the Shingo Discover Excellence Workshop?

Attendee’s of our Shingo workshops have rated them very highly, with 98% having no hesitation in recommending them to colleagues.

  • 100% of all attendees rate our delivery as ‘Accomplished’.
  • 33% rate our delivery as Outstanding
  • 98% would recommend this course to a colleague

“Very good, enjoyed the course, looking forward to working on this in the future.”

“Very beneficial, thank you! Filled a gap in my understanding.”

“Challenging and excellent workshop, food for thought.”

A sample of companies who have attended the workshops:

 

Some of our Shingo Discover Excellence clients

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

Lean Forum Charitable Sector Virtual Group

About 15 years ago we founded a networking group called the LEAN Forum® to encourage the sharing of ideas and inspiration on Continuous Improvement and Lean Thinking.
The LEAN Forum is a not-for-profit network that has grown to over 400 members located across the UK, Europe, and the USA.   A number of our members operate in the charity/third sector and have asked if we could consider creating a group that specifically engages and supports Charitable organisations in their Continuous Improvement and Lean Thinking journey.
This initial kick-off meeting will be on the 22nd November 2022 at 2-3pm GMT. 
At the initial meeting we will be looking to establish agreement on the networks purpose and vision, governance, format/content, and the frequency of the networking sessions.  To reiterate, the network would be free to attend, and run on a not-for-profit basis.
 
Based on the success of the LEAN Forum®, we believe this new network could make a very positive impact on your charity and support your teams develop their skills. 
 
If you believe this network would be of value to your organisation but feel others are better placed to attend, then please feel free to share this link .

Delivering Process Improvement

We all want to improve the way that we work. Process improvement (digital or otherwise) doesn’t just happen though, someone has to drive these projects. Whose responsibility should this be? Should we ask our divisions to improve their own processes or do we create a transformation team to do it for them.  

 

To start, let’s quickly recap S A Partner’s Improvement journey:  

SA Partners Improvement Journey 

The model explains that to reach excellence, you need to: 

  1. Standardise the way that work is done 
  2. Optimise your process by removing waste  
  3. Use technology to scale your processes  

While there are more nuances, at a high level it really is that simple. The question then becomes, how, or rather who, needs to support this journey.  

There are three approaches that you can take when it comes to improvement:  

Centralised 

Under a central model, a central team is formed of skilled and experienced people whose day job it is to deliver improvement. These central resources may be employees of the organisation itself, external consultants, or a combination of the two. The division will remain involved; however, they will be stakeholders rather than being responsible for delivering projects.  

Decentralised 

Under a decentralised model, the responsibility for process management and improvement will sit with the division themselves with limited, if any, central support.  

Hybrid 

Under a hybrid model, a central team exists however the delivery work is shared with the division. The role of the central team can vary, and be anything from providing centralised planning and oversight, all the way through to doing the lion’s share of the delivery work.  

As you might imagine, there are advantages of each approach.  

A centralised approach:  

  • Helps ensure that the quality of development is consistent and in accordance to the established standards  
  • Accelerates the development of solutions by providing dedicated resources 
  • Reduces the time and cost of development through specialisation and economies of scale 
  • Helps to prevent shadow IT  
  • Minimises the duplication of work through the creation of reusable assets  
  • Allows the business to focus on their day job  
  • Ability to implement strong governance frameworks  

A de-centralised approach:  

  • Empowers Process Owners and Participants to improve their own processes  
  • May result in higher adoption from the business for solutions that they build  
  • Uncovers use cases that would otherwise have not been known 
  • Reduced the need to wait on a central team to become available  
  • Has lower central resource overhead requirements  

Clearly then there is no one best approach. In making the decision there are a few things to consider:  

  • Your strategy. Is there a business benefit for your division to diverting time from their day job to work on process improvement?  
  • Capability. Do your people have the skills needed to successfully deliver improvement themselves?  
  • Capacity. Do your people have the time to be able to deliver improvement projects while continuing to perform their day job?  

 

Again, while there is no one answer, I can offer some best practice guidance depending on the type of improvement work being done. Broadly speaking, we can split improvement work up into two arms, process management and process digitisation.  

Process Management  

Process Management involves documenting as-is processes, standardising the way that work is done, and improving these processes by removing waste. My recommendation is to decentralise this work.  

There is a huge strategic benefit of the division doing this work – they are the ones with their boots on the ground and therefore have the best understanding of where the process can be improved, what pain-points exist, and what the root cause of the underlying issues are. I would argue that asking your team to do this work is not taking time away from their day job, it is their day job.  

This of course does not mean that there is no need for a central team. You may have some large strategic projects that are too complicated to ask the division to deliver themselves, so you still should have access to central, highly skilled and experienced resources to deliver these projects as well as to support the division as they deliver projects themselves.  

Having agreed that there is a strategic benefit to decentralising this work, we now need to consider capacity and capability.  

Starting with capacity. There’s no point asking your divisional team to perform improvement work if they are already working at 110% utilisation. Something will need to change and overtime you need to ensure that everyone has time formally built into their performance plans to focus on improvement.  

Capability is much easier. Everyone across your organisation should have some amount of process management, improvement, and problem-solving skills; the level to which will depend on the extent to which they are expected to participate and lead improvement initiatives. As a starting point, here is our guidelines for the skills required:  

 

Process Digitisation 

The second arm of process improvement is digitisation and automation. This involves using technology to improve processes which may be as anything from implementing an off the shelf tool, automating process steps, or building custom applications.  

These activities do not necessarily have a strategic benefit of being performed by the division. Once we identify that our process has a step that can be automated for example, there is no strategic benefit for the division to build the automation itself. In this case, you would be better off leveraging experienced, competent professionals to perform the technical build and testing while the division focuses on their day job. There is however a benefit in the division receiving basic training on process digitisation and automation as, by understanding the art of the possible, they will then be well placed to flag where there are opportunities to incorporate technology in their processes.  

In summary then, as obvious as it sounds, if you want to improve your processes you need to consider who is going to perform the improvement work. This decision needs to be anchored in strategy and supported by realistic capability and capacity planning. Finally, this decision needs to be fluid, as your organisation and the environment in which it operates evolves, so too should your execution model.  

 Please do reach out if you would like to discuss this in any way. 

Ishan Sellahewa 

ishan.sellahewa@sapartners.com 

The SHINGO© Model that drives Enterprise Excellence & the focus on Culture & Behaviours that matter

By John Quirke, Author

In 1988 as a recognition for his work across a broad range of industry sectors, Shigeo Shingo was awarded an honorary Doctor of Management from Utah State University.  Over the course of his life Dr. Shingo wrote eighteen books on the improvement of work and the processes that support the effectiveness of work.  Many terms we use widely today such as ‘single minute exchange of die’ (SMED) and ‘go see activity’ or ‘going to Gemba’ originated in Dr Shingo’s writings.  The adoption and expansion of Dr. Shingo’s thinking and philosophy led to the development of the Shingo Enterprise Excellence Model, and the formation of the Shingo Institute, within the Jon M. Huntsman School of Business at Utah State University.

The Shingo Institute

has drawn on a wide range of expertise and research to expand the philosophy behind the original model to include a critical focus on the quality of leadership, organisational culture, and the critical link between desired behaviours and the impact of business system on these behaviours.

The outcome of the majority of business activity is based on a human behaviour and the actions that result for that behaviour.

The behaviours that count, are the ones that result in an action that we could see or hear.

  • An employee may see a problem but fail to raise it as an issue.
  • A leader fails to react to an obvious breach of agreed standards of work or safety protocols.
  • A supervisor may angrily chastise a team for poor performance.
  • A quality engineer develops a poor corrective action without seeing or ‘touching’ the process.

All the above are behaviours that will result in possible customer dissatisfaction, loss of trust, or loss of integrity.  At S A Partners we refer to these behaviours as ‘NIBs’, ‘Not Ideal Behaviours’.  Consider all the NIBs in your organisation.  How many have a direct impact on your bottom line?

I like to use the ‘two click rule’ to get serious about dealing with NIBs.  If that employee allows the damaged product to pass their workstation (click 1), and that part is missed during quality sampling (click 2), there will be an impact on the bottom line and the integrity of our product in the marketplace.

As an example, we regularly see a focus on generating improvement ideas in organisations.  This is seen as key behavioural indicator.  The idea being, that incremental ideas add together as marginal gains to improve overall performance.  This is a fine a laudable approach when process is stable, and we are seeking incremental improvements.  But when the process is in the red zone of variation and firefighting there are many KPI’s, alarms and often customers screaming at us to tell us what the problems/opportunities are now!  Yes, we need improvement ideas, but these ideas must be focused on the issues and problems at hand.  They require strong direction and good leadership to ensure teams are not distracted and get the time and support to implement their ideas effectively.

So where should focus behavioural measures in the above example?  Good implementation of employee ideas?  Well maybe.  But initially the behavioural measures must focus on the quality of leadership.  Are leaders spending time with their teams to support and understand their issues?  Are leaders appropriately recognising effort and exemplar behaviours within their work teams?  Are leaders actively involved in supporting and facilitating cross functional problem solving.  Gaining control and exiting the ‘red zone’ is dependent on the quality of leadership not on the random improvement suggestions of employees.

The point is organisations can spend a lot of effort measuring behaviours that do not have a direct impact on the effectiveness and efficiency of the work that needs to take place to meet customer expectations.  At the end of the day, it is about delivering measurable results.

The Shingo Model’s focus on culture and behaviour is there so that organisations become laser focused on the behaviours necessary to make the difference between winning or losing.

Systems Thinking

An important insight brought by the Shingo Enterprise Excellence Philosophy is that expressed behaviours (actions or conversations) whether they are good or bad are a result of the quality of the systems within the business, or the absence of them.  The employee who passes a defective part may be measured for the most part on units produced per minute.  The quality engineer is driven by a corporate quality system that focuses on corrective action closeout rather than effective problem solving.

“If you need to change behaviour you must consider the systems and processes that drive the behaviour you need to change.”

S A Partners Improvement Journey Model

The power of the guiding principles

Many companies speak to high level values.  But very few connect these values to what is important for business success.  Even fewer translate values into observable effective winning behaviours. The ten guiding principles within the Shingo Enterprise Excellence model give organisations ‘lenses’ through which to view the work that they do and give insight into the necessary ideal behaviours necessary to support sustainable excellent performance.  The principles can be backed into’ set organisational values yet give a firm guide as to what aspirational values need to look a feel like where the value adding work gets done.

Taking some examples:

Does everyone in your organisation feel respected as an individual? Are they are listened to?  If their concerns or ideas are not listened to, if they are not developing as individuals or the organisation is not keeping them safe physically and psychologically, then they are not being respected.

If leaders spend their time telling teams what they should or should not do they are not leading with humility and the team will become dependent.  There will be no organisational learning, and poor leadership habits at senior level will be amplified as we travel down the organisational layers.

Equally if we consider some of the principles within the Shingo dimension of Continuous Improvement, do you see a true Focus on Process within your teams where standards are clear current, understood and regularly reviewed and improved by those who use them?

Or how about Flow and Pull?  Do we have a clear line of sight as to how you flow customer value through all aspect of work?  From sales to delivery and receipt of payment?  Do processes really flow or are they overly complex, bound up in compliance culture and continually prone to error and delay?  The flow of value in response to the pull or demand of the customer, thrives on elegance in process and work design.  It requires detailed knowledge of the work and the factors that impact the speed and reliability of the work.  The individuals who discover and cherish this knowledge are those individuals who are closest to the work. These individuals have incredible leadership who are excited by these discoveries and actively celebrate the constant improvement of the work by the team.

I encourage the reader to read their definitions along with the remaining principles in the freely available Shingo Handbook from the Shingo.org website.

While the Shingo Enterprise Excellence Model is an incredibly powerful approach to developing sustained levels of excellence in an organisation it does bring challenges.  It requires real and genuine commitment for a site leadership team.  They as a team must own it.

Another challenge we see arises from the complexity within corporations and their approach to enterprise excellence.  Often, we see sites who have gone on a ‘solo run’ having gained initial approval for the approach but then find themselves in a sea of confusion as attempts are made to align the Shingo Model with corporate values, improvement systems even branding!

Personally, I see the Shingo Enterprise Excellence model as providing an extremely powerful framework to develop a holistic approach to sustainable organisational excellence.  Many existing programmes and systems can be aligned to a clear unambiguous focus on excellence.  A focus that is supported by leadership skills that enable their teams to be brilliant at what they do.

It is a tough journey, but it can also be extremely rewarding.

Please do, get in touch or join us at an upcoming Intro to Shingo Workshop

Best

John

John.Quirke@sapartners.com


About John Quirke

John Quirke is a partner with S A Partners and is a Shingo Examiner.

John holds a BSc, MSc and BCL degrees and has over twenty five year experience in the area of operational excellence.

John co-authored the Shingo Prize winning Publication TPM a Foundation of Operational Excellence with colleagues Peter Wilmott (RIP) and Any Brunskill.

John has recently published Deep Excellence – Seeing and Hearing a Culture of Deep Excellence, with contributions for colleagues Juliette Packham, Bryan Cutliff and Simon Grogan.

For more information please visit www.sapartners.com and www.shingo.org

 

 

Achieving Excellence: How to leverage process optimisation & automation

Join us for this two part workshop with industry experts Ishan Sellahewa (Digital Transformation Manager, S A Partners); Robin Jaques (Partner, S A Partners) & Justin Short (COO, Synergi) to find out how you can firstly optimize your processes and then automate.

According to BCG, 70% of Digital Transformation projects fail to meet their objectives. While a portion of this may come down to poor implementation, more often than not the problem arises when organisations attempt to automate all of their problems away. While less obvious, the reverse of this equation holds true – organisations who fail to consider process digitisation and automation will be left behind in an increasingly digital world.

Why attend? 

In this webinar you will:

  • Learn how process optimisation can significantly reduce costs and improve operational performance.
  • Gain insights into a tried and tested process improvement methodology.
  • Understand how to combine both optimisation and automation for the best results.
  • Discover how to ensure your process automation is successful.
  • Explore real-world case studies of successfully implemented automation.
  • Develop the skills to ensure both digitisation and automation can deliver results.

Attendees will also be provided with a free assessment and the option of a free consultation with our industry experts.

Shingo European Conference

This year’s conference will focus on “Connecting People and Technology” with a hands-on learning experience like no other conference. We are including in your conference fee the opportunity to benchmark a company that is using the Shingo Model and learn how it complements their Lean efforts to make sustainable cultural change. You will learn how the country of Ireland has embraced the Shingo Model and used it as a driver to become the best in the world. In addition, you will learn from thought leaders and practitioners all over Europe and see how they are leading operational and organizational change from their part of the world. In addition, you will discover how the Shingo Guiding Principles have helped organizations enable successful integration of Industry 4.0. Be sure to mark your calendars to attend this event to expand your knowledge, to network with like-minded professionals, and to improve your own organization.

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

Onsite Insights visit to Nissan Motor Manufacturing

Nissan Sunderland Plant has been the UK’s biggest car manufacturer for the past 14 years, and the biggest car exporter for the last 12. In 2011, during the plant’s 25th anniversary year, the 6 millionth vehicle rolled off the line, and the plant achieved an annual production figure of 480,485 units – a new UK record for a single car plant. One in every three new cars built in the UK comes from Sunderland Plant.

The Sunderland factory has been operational since 1986 and currently employs around 5,800 people. It is part of the European division of the Japanese car manufacturer Nissan Motor Company Ltd. The plant has a current line-up of Qashqai and Qashqai+2 production on Line 1, with Juke and Note on Line 2. Three main production areas – body assembly, paint, and final assembly – are fed by a press shop, castings plant, engine plant, axle plant, and a bumper moulding facility. A lithium-ion battery plant was recently built, to support introduction of electric vehicle production early next year. Many suppliers are also based within the Nissan facility, sharing line-side production areas.

The plant has been recognised globally as one of the most efficient manufacturing plants in Europe and a cornerstone of Nissans manufacturing worldwide. It is currently preparing for introduction of four new models over the next two years: production of electric vehicle LEAF will begin early 2013, then replacement for Note based on the INVITATION concept, a Qashqai replacement, and a new medium hatchback in 2014. Line 1 introduced a third shift in 2009 and Line 2 will follow suit in 2013, meaning the entire plant will be running as a 24-hour operation for the first time in its 26-year history.

During the visit, you will be taken on a comprehensive tour of this award-winning facility by a member of the Nissan team. You will be able to see first hand how the company has applied Lean and other continuous improvement practices.

Visit in 60 seconds / Awards

Culture and Philosphy … Kaizen … Five S … SOPs … TPM … Visual Management … Staff development and communication

Visit agenda

09:00 Arrival & Coffee
Welcome & Introductions
Nissan Background & Philosophy
Kaizen
Five S
Production Tour
Tour Review & Lunch
PLM (Nissan version of TPM)
Questions & Answers
16:15 Close

Onsite Insights visit to Nissan Motor Manufacturing

Nissan Sunderland Plant has been the UK’s biggest car manufacturer for the past 14 years, and the biggest car exporter for the last 12. In 2011, during the plant’s 25th anniversary year, the 6 millionth vehicle rolled off the line, and the plant achieved an annual production figure of 480,485 units – a new UK record for a single car plant. One in every three new cars built in the UK comes from Sunderland Plant.

The Sunderland factory has been operational since 1986 and currently employs around 5,800 people. It is part of the European division of the Japanese car manufacturer Nissan Motor Company Ltd. The plant has a current line-up of Qashqai and Qashqai+2 production on Line 1, with Juke and Note on Line 2. Three main production areas – body assembly, paint, and final assembly – are fed by a press shop, castings plant, engine plant, axle plant, and a bumper moulding facility. A lithium-ion battery plant was recently built, to support introduction of electric vehicle production early next year. Many suppliers are also based within the Nissan facility, sharing line-side production areas.

The plant has been recognised globally as one of the most efficient manufacturing plants in Europe and a cornerstone of Nissans manufacturing worldwide. It is currently preparing for introduction of four new models over the next two years: production of electric vehicle LEAF will begin early 2013, then replacement for Note based on the INVITATION concept, a Qashqai replacement, and a new medium hatchback in 2014. Line 1 introduced a third shift in 2009 and Line 2 will follow suit in 2013, meaning the entire plant will be running as a 24-hour operation for the first time in its 26-year history.

During the visit, you will be taken on a comprehensive tour of this award-winning facility by a member of the Nissan team. You will be able to see first hand how the company has applied Lean and other continuous improvement practices.

Visit in 60 seconds / Awards

Culture and Philosphy … Kaizen … Five S … SOPs … TPM … Visual Management … Staff development and communication

Visit agenda

09:00 Arrival & Coffee
Welcome & Introductions
Nissan Background & Philosophy
Kaizen
Five S
Production Tour
Tour Review & Lunch
PLM (Nissan version of TPM)
Questions & Answers
16:15 Close

Onsite Insights visit to Nissan Motor Manufacturing

Nissan Sunderland Plant has been the UK’s biggest car manufacturer for the past 14 years, and the biggest car exporter for the last 12. In 2011, during the plant’s 25th anniversary year, the 6 millionth vehicle rolled off the line, and the plant achieved an annual production figure of 480,485 units – a new UK record for a single car plant. One in every three new cars built in the UK comes from Sunderland Plant.

The Sunderland factory has been operational since 1986 and currently employs around 5,800 people. It is part of the European division of the Japanese car manufacturer Nissan Motor Company Ltd. The plant has a current line-up of Qashqai and Qashqai+2 production on Line 1, with Juke and Note on Line 2. Three main production areas – body assembly, paint, and final assembly – are fed by a press shop, castings plant, engine plant, axle plant, and a bumper moulding facility. A lithium-ion battery plant was recently built, to support introduction of electric vehicle production early next year. Many suppliers are also based within the Nissan facility, sharing line-side production areas.

The plant has been recognised globally as one of the most efficient manufacturing plants in Europe and a cornerstone of Nissans manufacturing worldwide. It is currently preparing for introduction of four new models over the next two years: production of electric vehicle LEAF will begin early 2013, then replacement for Note based on the INVITATION concept, a Qashqai replacement, and a new medium hatchback in 2014. Line 1 introduced a third shift in 2009 and Line 2 will follow suit in 2013, meaning the entire plant will be running as a 24-hour operation for the first time in its 26-year history.

During the visit, you will be taken on a comprehensive tour of this award-winning facility by a member of the Nissan team. You will be able to see first hand how the company has applied Lean and other continuous improvement practices.

Visit in 60 seconds / Awards

Culture and Philosphy … Kaizen … Five S … SOPs … TPM … Visual Management … Staff development and communication

Visit agenda

09:00 Arrival & Coffee
Welcome & Introductions
Nissan Background & Philosophy
Kaizen
Five S
Production Tour
Tour Review & Lunch
PLM (Nissan version of TPM)
Questions & Answers
16:15 Close

Align, Engage, Improve with Effective Tiered Meetings

By Sonja Allen Image of Sonja Allen

Have you ever considered…

  • How many meetings you have a week?
  • How many of these meetings could be an email?
  • How many of these meetings have few or no results?
  • How many rabbit holes do your meeting conversations go down?
  • How regularly do you talk about what really matters, in a focused fashion?

And more importantly have you asked if there is a way to ensure you and your team leave every meeting feeling it had value and purpose and moved you forward.

Getting the right team together to make the right decisions at the right time is hard. Often it’s made harder by the fact that we don’t naturally approach communications and decision-making in the same intentional and systematic fashion as we would other business processes.

To sustainably deliver great customer results all organisation must align their business systems and processes to deliver on the organisation’s purpose…

engage all their people into that purpose

and into continuously improving the business processes they are responsible for

In the world of Enterprise Excellence, we achieve this by deploying a Management System – a structured, interlinked set of measures, meetings, actions and decisions which allow us to run today’s business and shape tomorrows. It provides a right time, right place, right focus, right pace decision-making focus at every level of an organisation, or, as we call it at S A Partners: The Align Engage Improve System (AEI for short).

AEI brings all of the elements together to make your improvement journey successful. It aligns teams on the organisational purpose, engages everyone in delivering towards it and surfaces opportunities to improve, which is why embedding AEI into a transformation journey means rooting it in the culture and behaviours that will sustain it.

You may think “HUH?” at this point. How practical is this? The answer is simple – management systems really are at their core just a better way of organising our meetings.

To be effective Meetings need to visually focus on the things that are most important to each team.  To do this we use a few basic principles:

  • Make organisational goals / purpose clear and visual.
  • Help your team understand their personal contribution to goals and track the actions required to achieve them.
  • Show where you are winning and where you are losing.
  • Help your team understand the expected behaviours.
  • Create a standard approach for all meetings across the business.
  • Define clear escalation & feedback pathways.​

Organisations embed AEI or any management system, to align to & deliver on strategic priorities, speed up problem solving and escalation, reduce time spent in meetings, reduce fire-fighting, shape organisational culture in an intentional fashion and engage and empower the whole organisation to become part of their Enterprise Excellence journey.

After you have stabilized your meeting structure you can focus on taking a holistic view of the organization. In this phase you will create a schedule of meetings, also known as an inventory of meetings. This is where you hold information on all regular pulse meetings, attendees, frequency, purpose and  how the effectiveness of the meeting is reviewed. As with all other processes – meetings should be subject to review and refinement. Redundant meetings can cease, duplicate meetings merged – by holding this information in one place the senior leadership team have complete oversight of how the various meetings contribute to the companies objectives.

If you want to find out how we can help you develop and deploy an effective tiered meeting system please do contact me..

Sonja.Allen@sapartners.com

Onsite Insights visit to NHS Blood and Transplant

NHS Blood & Transplant employs over 5,000 people in over 200 locations across the UK. This  remarkable organisation provides a blood and transplantation service to the NHS, looking after blood  donation services in England and transplant services across the UK. This includes managing the  donation, storage and transplantation of blood, organs, tissues, bone marrow and stem cells, and  researching new treatments and processes.

Manufacturing operations have been transformed in recent years and manufacturing and testing sites  have been consolidated. A new, integrated supply chain approach has helped balance supply and  demand. This has led to an increase in productivity since 2008/09 of 75% in manufacturing and 98% in  testing.

This visit is being hosted at the manufacturing and processing centre in Colindale, London and it will provide  an insight into how this incredible organisation has developed and applied a programme of continuous  improvement within a diverse and highly complex organisation. NHS Blood & Transplant has a unique  role within the wider NHS of saving and improving lives through relationships and services delivered to  both volunteer donors and hospitals.

During the visit you will:

  • Understand the NHS Blood & Transplant Continuous Improvement journey that has been supported by lean principles.
  • See first-hand how processes have been improved in different settings of manufacturing, laboratory and support functions using continuous improvement principles
  • Understand how continuous improvement functions are responding to business needs and cultural challenges.
  • Understand how the organisation’s external partnerships and exchange forums contribute to the continuation and development of best practice.

Visit in 60 seconds / Awards

Lean Principles … Continuous Improvement … Cultural challenges … External partnerships

Visit agenda

10.00 Arrival and Signing In

10.15 Welcome & Introductions

10.40 NHSBT Colindale – our Lean Journey

11.10 Virtual Reality – Vein to Vein

11:40 Tour of Manufacturing

12.30 Networking Lunch

13.15 Tour of Hospital Services

14:00 Overview of Cord Blood Bank

14.45 Q & A

15:15 Feedback session

SHINGO Forum Virtual Meet-Up

The Shingo Forum exists to encouraging the sharing of ideas and inspiration between organizations. This virtual networking group meets monthly and includes a guest speaker; interactive workshop and expert facilitation.

There is no cost to join, but to participate you need to have an interest in Continuous Improvement and Enterprise Excellence. If you are interested in registering for the Forum please do email info@shingoforum.org

This monthly virtual forum will provide you with a chance to hear from Shingo Facilitators, Examiners and Award-Winners.

  • Benchmarking
  • Sharing ideas & Inspiration
  • Networking (in a fun way – no selling!)
  • Discounts to Best Practice Visits
  • Access to Webinar Recordings & Resources

Guest Speakers: TBC

Hosted By: John Quirke – Shingo Facilitator

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

SHINGO Forum Virtual Meet-Up

The Shingo Forum exists to encouraging the sharing of ideas and inspiration between organizations. This virtual networking group meets monthly and includes a guest speaker; interactive workshop and expert facilitation.

There is no cost to join, but to participate you need to have an interest in Continuous Improvement and Enterprise Excellence. If you are interested in registering for the Forum please do email info@shingoforum.org

This monthly virtual forum will provide you with a chance to hear from Shingo Facilitators, Examiners and Award-Winners.

  • Benchmarking
  • Sharing ideas & Inspiration
  • Networking (in a fun way – no selling!)
  • Discounts to Best Practice Visits
  • Access to Webinar Recordings & Resources

Guest Speakers: TBC

Hosted By: John Quirke – Shingo Facilitator

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

SHINGO Forum Virtual Meet-Up

The Shingo Forum exists to encouraging the sharing of ideas and inspiration between organizations. This virtual networking group meets monthly and includes a guest speaker; interactive workshop and expert facilitation.

There is no cost to join, but to participate you need to have an interest in Continuous Improvement and Enterprise Excellence. If you are interested in registering for the Forum please do email info@shingoforum.org

This monthly virtual forum will provide you with a chance to hear from Shingo Facilitators, Examiners and Award-Winners.

  • Benchmarking
  • Sharing ideas & Inspiration
  • Networking (in a fun way – no selling!)
  • Discounts to Best Practice Visits
  • Access to Webinar Recordings & Resources

Guest Speakers: Lacey Garner, US Modeling Leader, Circana

Hosted By: John Quirke – Shingo Facilitator

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

SHINGO Forum Virtual Meet-Up

The Shingo Forum exists to encouraging the sharing of ideas and inspiration between organizations. This virtual networking group meets monthly and includes a guest speaker; interactive workshop and expert facilitation.

There is no cost to join, but to participate you need to have an interest in Continuous Improvement and Enterprise Excellence. If you are interested in registering for the Forum please do email info@shingoforum.org

This monthly virtual forum will provide you with a chance to hear from Shingo Facilitators, Examiners and Award-Winners.

  • Benchmarking
  • Sharing ideas & Inspiration
  • Networking (in a fun way – no selling!)
  • Discounts to Best Practice Visits
  • Access to Webinar Recordings & Resources

Guest Speakers: Gary Peterson, Executive Vice President, O.C. Tanner

Hosted By: John Quirke – Shingo Facilitator

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

SHINGO Forum Virtual Meet-Up

The Shingo Forum exists to encouraging the sharing of ideas and inspiration between organizations. This virtual networking group meets monthly and includes a guest speaker; interactive workshop and expert facilitation.

There is no cost to join, but to participate you need to have an interest in Continuous Improvement and Enterprise Excellence. If you are interested in registering for the Forum please do email info@shingoforum.org

This monthly virtual forum will provide you with a chance to hear from Shingo Facilitators, Examiners and Award-Winners.

  • Benchmarking
  • Sharing ideas & Inspiration
  • Networking (in a fun way – no selling!)
  • Discounts to Best Practice Visits
  • Access to Webinar Recordings & Resources

Guest Speakers: Katie Anderson

Hosted By: John Quirke – Shingo Facilitator

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

SHINGO Forum Virtual Meet-Up

The Shingo Forum exists to encouraging the sharing of ideas and inspiration between organizations. This virtual networking group meets monthly and includes a guest speaker; interactive workshop and expert facilitation.

There is no cost to join, but to participate you need to have an interest in Continuous Improvement and Enterprise Excellence. If you are interested in registering for the Forum please do email info@shingoforum.org

This monthly virtual forum will provide you with a chance to hear from Shingo Facilitators, Examiners and Award-Winners.

  • Benchmarking
  • Sharing ideas & Inspiration
  • Networking (in a fun way – no selling!)
  • Discounts to Best Practice Visits
  • Access to Webinar Recordings & Resources

Guest Speakers: Ken Snyder, Executive Director, Shingo Institute

Hosted By: John Quirke – Shingo Facilitator

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

Lean Forum Virtual Meet-Up

The Lean Forum exists to encourage the sharing of ideas on Best Practice, Continuous Improvement and lean through networking, visits and workshops.  We have groups in the Solent, Humber, West Midlands and South Wales but in this virtual world we are extending invites to companies across the UK & Ireland.

The meeting will be delivered via Zoom.

Guest Speaker: TBC

Topic: Reflection & Celebration

Lean Forum Virtual Meet-Up

The Lean Forum exists to encourage the sharing of ideas on Best Practice, Continuous Improvement and lean through networking, visits and workshops.  We have groups in the Solent, Humber, West Midlands and South Wales but in this virtual world we are extending invites to companies across the UK & Ireland.

The meeting will be delivered via Zoom.

Guest Speaker: TBC

Topic: Speak to Lead – How to improve your communication Skills

Lean Forum Virtual Meet-Up

The Lean Forum exists to encourage the sharing of ideas on Best Practice, Continuous Improvement and lean through networking, visits and workshops.  We have groups in the Solent, Humber, West Midlands and South Wales but in this virtual world we are extending invites to companies across the UK & Ireland.

The meeting will be delivered via Zoom.

Guest Speaker: TBC

Topic: Building Trust & Psychological Safety in the workplace

Lean Forum Virtual Meet-Up

The Lean Forum exists to encourage the sharing of ideas on Best Practice, Continuous Improvement and lean through networking, visits and workshops.  We have groups in the Solent, Humber, West Midlands and South Wales but in this virtual world we are extending invites to companies across the UK & Ireland.

The meeting will be delivered via Zoom.

Guest Speaker: Steve McCarthy, Onward Commercial Ltd

Topic: Exploring the benefits of Inclusivity – how can we respect, support and leverage specific skill sets/strengths

Lean Forum Virtual Meet-Up

The Lean Forum exists to encourage the sharing of ideas on Best Practice, Continuous Improvement and lean through networking, visits and workshops.  We have groups in the Solent, Humber, West Midlands and South Wales but in this virtual world we are extending invites to companies across the UK & Ireland.

The meeting will be delivered via Zoom.

Guest Speaker: Steve McCarthy, Onward Commercial Ltd

Topic: How do we create more inclusive organisations that encompass the unique perspectives of all team members?

Lean Forum Virtual Meet-Up

The Lean Forum exists to encourage the sharing of ideas on Best Practice, Continuous Improvement and lean through networking, visits and workshops.  We have groups in the Solent, Humber, West Midlands and South Wales but in this virtual world we are extending invites to companies across the UK & Ireland.

The meeting will be delivered via Zoom.

Guest Speakers: Steve McCarthy, Rebecca Hoffman, Jess Meredith

Topic: Neurodiversity & Engagement – what we need to know?

SHINGO Discover Excellence @ Ipsen

This two day SHINGO DISCOVER EXCELLENCE workshop will be delivered onsite at Ipsen (Dublin, Ireland) between 28 & 29 November in 8 hr sessions between 09:00 & 17:00pm each day.

About the course

The workshop will be led by experienced Shingo facilitator Garry Corbet, and you will hear first hand, how Shingo principles drive behaviour throughout the entire organisation to deliver world class results.

DISCOVER EXCELLENCE is the foundational workshop that introduces the SHINGO MODEL, the Shingo Guiding Principles and the Three Insights to Organisational Excellence. With active discussions this workshop will provide a highly interactive experience. It is designed to make your learning meaningful and immediately applicable as you discover how to release the latent potential in your organisation to enable you to achieve organizational excellence. It provides the basic understanding needed in all Shingo Workshops, therefore is a pre-requisite to them.

What makes the Shingo Workshops powerful is that each workshop includes a reflection on an organization (the Host Site). This allows participants to reflect on the theory and apply their learning by interviewing various people in the organisation. In workshops held onsite this usually takes the form of a Gemba walk where team members are interviewed at their workplace.

As a participant, you will:

LEARN and understand the Shingo Model.

DISCOVER the Three Insights of Organizational Excellence.

EXPLORE how the Shingo Guiding Principles inform ideal behaviours that ultimately lead to sustainable results.

UNDERSTAND the behavioural assessment process through an interactive case study and on-site learning.

How this is delivered:

The interactive online training consists of:

2x 8 hour sessions (09:00 – 17:00pm).
Over 2 days

Why attend?

Organisations who have adopted the Shingo principles, have seen an increased level of success in areas such as Costs (increased revenue, reduced inventory, reduced lead times etc), Safety & Quality ( zero lost time for accidents, reduction in scrap, defects and non-conformance), On Time in Full & New Product Introduction (increases in OTIF by as much as 95%  & NPI up to 100%).

More benefits of implementing Shingo can be found in our Shingo section.

graph showing 100% accomplished and 33% outstanding for the SHingo Discover Enterprise Excellence workshopcourse delvery

What have attendee’s thought of the Shingo Discover Excellence Workshop?

Attendee’s of our Shingo workshops have rated them very highly, with 98% having no hesitation in recommending them to colleagues.

  • 100% of all attendees rate our delivery as ‘Accomplished’.
  • 33% rate our delivery as Outstanding
  • 98% would recommend this course to a colleague

“Very good, enjoyed the course, looking forward to working on this in the future.”

“Very beneficial, thank you! Filled a gap in my understanding.”

“Challenging and excellent workshop, food for thought.”

A sample of companies who have attended the workshops:

 

Some of our Shingo Discover Excellence clients

Can’t make this workshop?  Then fill in the form below to get notification of our next planned Shingo workshops

How to align, engage and improve using effective Tiered meetings

Join us for this bite size webinar where we will share how to improve the effectiveness of your tiered or cross-organisational meetings using the tried and tested AEI (Align, Engage, Improve) System.  The AEI system will help you align your teams to your organizational purpose, engaging everyone in delivering your objectives and surfacing opportunities for improvement.

Discover how you can:

  • Improve and streamline decision-making with effective tiered meetings. Provide clear guidelines for escalation and delegation of responsibilities.
  • Enhance collaboration – ensure teams across your organisation collaborate effectively, exchange ideas and contribute to solving challenges collectively
  • Improve productivity by focusing discussions on key priorities and eliminating unnecessary meetings.
  • Understand how organizations have used this system to drive their journey towards excellence.
  • What makes an effective tiered meeting structure; how can you create a best practice system that aligns, engages and improves the way you work.
  • Discover the principles and key benefits of deploying an AEI system
  • Learnings from industry on how to effectively deploy the system to drive Enterprise Excellence

The webinar will be hosted by Megan James, European Business Development Manager and Sonja Allen Delivery Partner and Head of Offer for Europe.  Both Megan and Sonja have supported a number of clients with the development and deployment of Enterprise Excellence programs.

SHINGO Systems Design Virtual Workshop @ Sevier

This Shingo Systems Design workshop is delivered on MS Teams (virtual) from Servier, Ireland over three days.

Developing & designing the right Business Systems will support you deliver the organizational results you need.

About this Event

A successful organization is usually made up of complex systems that can be divided into layers of subsystems, each containing the necessary tools to enable the successful outcome of the system. An example of this would be the Continuous Improvement System which pulls together all of the tools & techniques used by an organisation or the HR System which guides human resource activity.

The Shingo Model Insights tell us that:

  • Ideal results require ideal behaviours
  • Purpose & systems drive behaviours
  • Principles inform ideal behaviours

For this reason Systems Thinking is fundamental to the success of Enterprise Excellence and this interactive workshop will provide you with the skills to recognise, define and establish the ‘right’ systems within your own organization.

This virtual training workshop builds upon the knowledge and experience gained in the DISCOVER EXCELLENCE* workshop, and focuses on the Systems and Tools diamonds in the Shingo Model™. It begins by explaining that all work in an organization is the outcome of a system.

Systems must be designed to create a specific end objective; otherwise, they evolve on their own. Systems drive the behavior of people, and variation in behavior leads to variation in results. Organizational excellence requires well designed systems to drive ideal behaviors that are required to produce sustainable results.

In this workshop, you will:

  • DISCOVER three types of essential systems.
  • EXPLORE five required communication tools for each system.
  • LEARN how to create and use system maps.
  • UNDERSTAND system standard work and how it drives improvement.

‘DISCOVER EXCELLENCE is a pre-requisite to this workshop’

For further information, please email events@sapartners.com

Senior leaders and Continuous Improvement professionals from enterprises, big or small, from any sector, wanting to understand the essential ingredients needed to create a sustainable business Improvement culture.

Questions ?

For further information contact John Quirke by using the contact from on his bio page.

Onsite Insights visit to Cummins (Huddersfield)

Cummins is the only manufacturer focused solely on medium-to heavy-duty diesel engine turbo technologies. For more than 60 years, they have delivered innovative, reliable turbocharger solutions for their customers.

Commercial diesel engines require advanced technologies that deliver efficiency and meet strict emissions requirements. Our fixed, wastegate, variable, two-stage, turbo-compounding and waste heat expander technologies were specifically developed to deliver higher efficiency and lower cost.

Today, Cummins Turbo Technologies engineers are actively developing state of the art solutions for the next generation, including assisted turbocharging, new bearing systems and enhanced compressor stage performance.

The Huddersfield site is currently undergoing a major refurbishment to improve flow and support their operational excellence initiatives, as well as future-proofing the facility to ensure they can meet emerging demands of the wider group.

Visit in 60 seconds / Awards

Plant Refurb Project … Journey to Automation … Digital Team Boards … HSE Culture … New Technology Introduction

Visit agenda

09.30: Arrival & Welcome

10:00: CMI Business Overview

10:15: HTP Operations Structure

10:35: Plant Re-Fit Project

11:00: Plant Tour 1

12:00: Lunch

13:00: Plant Tour 2

14:00: HTP Technology Upgrade

14:30 Q&A & Close out

15:00: Depart

Lean Management System – LEVEL 1 – Japan Study Tour

13 – 21 January 2024

Due to new restrictions we can advise on flights but not book on your behalf, pricing has been adjusted accordingly.

Join the leading Lean Training Programme in Japan this January for an experience of a lifetime.

We are proud to offer you this unique opportunity to gain practical knowledge and experience studying with Toyota gurus for one whole week in Japan.

The Lean Management System study tour covers a comprehensive view of Lean leadership and the Lean Production System. The tour provides you with an opportunity to study in Toyota’s own training centre with direct access to Toyota trainers and Toyota  production facilities.

This is a once in a lifetime opportunity to boost your leadership and management skills by learning from the very best in the world. You will also obtain your Certificate directly from Toyota. We have created a study week that combines intense learning with both fun and cultural immersion!

Understand Why and How to use LEAN

This Study Tour will provide you with a deep understanding of how to make the best use of Lean. This is a unique opportunity to visit Japan, Toyota, and some of their suppliers to train in Lean through seminars, Gemba visits, and participating in practical training at Toyota’s own training facility. The objective is to dig deep into the WHAT, WHY and HOW of Lean Thinking. What are the elements needed to run a successful Lean system? Why is it so popular in current thinking and How can it influence your own organization and support growth.

By understanding  the whole lean management system you will get an insight into what these leading Japanese companies are doing to compete in today’s fast changing environment.

You will learn to identify the tools and elements of Lean Methodology that can be applied to your own business to support profitable growth. The week in Japan will also provide an insight into Japanese culture and values.

Study Tour Package Includes:

  • Workshops and seminars
  • Study visits
  • Hotel Accommodation for the entire duration of the study visit
  • Local transfers in Japan
  • Full board Sunday – Friday
  • Farewell dinner

Costs & To Book

  • £6,500 plus VAT, due to new restrictions we can advise on flights but not book on your behalf, pricing has been adjusted accordingly.
  • Onsite Host Companies: 10% Discount on all Bookings
  • Group Discount: 10% Discount on 4 or more places

Need Help or Advice?

To book or for more Information:

For full terms and conditions and for details of our Company Insurance Policy please do contact us.

Any questions regarding the training, the travel to or within Japan – please do give us a call on +44 (0) 23 9246 8978.

The study tour is being delivered by SA Partners LLP and Onsite Insights in partnership with C2U Group.

The training week will provide an invaluable insight into lean thinking. You will see it in action at Toyota and other leading-edge companies, where it originated and has matured over the last 100 years.

Learn the original thinking directly from former senior executives at Gifu Autobody, a Toyota-owned minivan manufacturer.  The Japanese sensei’s

(guru’s) will only teach based on real experience.

Time will be divided between the classroom, Gemba and practical workshops. The tour starts in the Nagoya region and ends in Tokyo, going from countryside to one of the largest cities in the world.

Day 1
Departure Europe

We depart from Europe and fly to Nagoya, Japan.

Day 2
Arrival and Tour Opening

Pick up/arrival in Nagoya and since it is a Sunday, we will take the opportunity to recover from jet lag and relax after the long flight by visiting the Toyota Commemorative Museum of Industry and Technology where we also will have lunch. In the museum we can follow the Japanese industrial history from looms to robotics. After the visit we take the bus to travel to the destination of
the day, Kakamigahara, where we will stay until Friday. The day ends
with a common dinner and introduction of the week.

Day 3
Classroom Training

The first day of training introduces the Production System by our host for the week. A Japanese senior manager will lead us through Toyota Production System from a manager perspective. From values, mindset to specific tools and methods. This session will prepare the group in what we can expect from the study visits, from the practice and from the following sessions. Your overall
picture of the production system will be confirmed or completed. In the afternoon we go for a first study visit, guided by our sensei. Q&A.
Group dinner will follow.

Day 4
Plant Tour and more Training

Next day, we continue to dig deeper into aspects of the production system and the Toyota way of managing and leading. How are all the puzzle pieces connected? How is Kaizen work organized and performed? Etc. After lunch, we go for another study visit and if time allows, we will also end with a visit to a traditional knife maker. Group dinner will follow.

Day 5
Training

The fifth day we spend in the Training Center where Toyota train their own people. We will increase our knowledge of Kanban when the group take part in a Kanban Role Play and we will train in how to perform a productivity improvement task following the Toyota methods. Group dinner will follow.

Day 6
Study Visit and further Training

The sixth day will start with a study visit before spending the rest of the day with a final Q&A and concluding the learnings for the week. Presentation by all participants. Followed by our group dinner.

Day 7
Conclusion

The last day ends with a study visit. We do final reflections before we board the bullet train that will take us to Tokyo. Free evening in Tokyo.

Day 8
Sightseeing Day in Tokyo

You will end the tour with a Free day in Tokyo where we will support you with travel advice and sightseeing recommendations. This will be followed up by a team farewell dinner.

Day 9
Departure from Tokyo

We have an extensive network of world class companies and for more than 10 years have been bringing managers to Japan. Our host sites embody World Class Manufacturing and include:

  • Toyota Motors
  • Denso
  • Calbee Foods
  • Asahi Breweries
  • Sekisui Heim
  • Gifu Autobody
  • Nissan Motors
  • Ishii Food Corp.
  • Asahi Motors
  • Mitsubishi Electric
  • Mazak
  • Pfizer
  • UD Trucks
  • Honda
  • Yamaha Marine
  • Mizawa Home
  • Suzuki
  • Isuzu Tokai

To find out more, you can email Ailsa Carson.

Deep Excellence Book Launch & Workshop

Join us for this 2.5 hr workshop and networking lunch with the authors of Deep Excellence: seeing & hearing a culture of deep excellence.

Deep Excellence is a book about people, human nature, humanity and preparing for the future. Written in a thoughtful, unpretentious, and empathetic style, the authors usher the reader through a story of learning, challenging current mental models, provoking new ways of thinking and acting with purpose.

The workshop will be followed by a networking lunch. In the afternoon we are offering a limited number of half hour 1:2:1 sessions with the authors.

Please contact me if you are interested

Working in partnership with Icbe/IDA/enterprise ireland

by the authors.