our history - orfalea college of business€¦ · gold 2005 – public sector awards • later, asq...

Our History

1987 – The Beginning

Dr. Vern Buehler and Norman Bodek •  Request honorary

doctorate for Shigeo Shingo

•  Discuss the creation of the Shingo Prize

1988 – The Shigeo Shingo Prize Shigeo Shingo •  Receives honorary

degree •  The Shigeo Shingo

Prize is created

•  The Shingo Prize becomes a formal program within the School of Business at Utah State University

•  Ross Robson

becomes first executive director of the Shingo Prize

Globe Metallurgical becomes the first award recipient

1989 – Formal Program

•  Globe Metallurgical

becomes the first award recipient

1989 – The 1st Recipient

1989 – Shingo’s Visit

1990 – The 2nd Recipient

•  United Electric becomes the second award recipient

NEW •  Trophy •  Logo •  Name

1991 – The Trophies

•  Ford becomes 1st major financial sponsor

1991 – Sponsorships

•  First Shingo Model developed

1993 – The 1st Assessment Model

•  President Bill Clinton recognizes recipients

1994 – Presidential Recognition

•  First book recognized: The Machine that Changed the World

1994 – Research Awards

•  First non-US recipient: Ford Electronics, Canada

1994 – First non-U.S.Recipient

•  First recipients from Mexico

1997 – 1st Recipients from Mexico

GrupoCYDSA,Policyd–Altamira,MexicoIndustriasCYDSABayer–Coatzacoalcos,Mexico

Business Week

2000 – The Nobel Prize for Manufacturing

Dr. Stephen R. Covey •  Keynotes for first

time, at the Shingo Conference in Detroit, Michigan

2003

•  Partnership established in Mexico with ITESM

2004 – Mexico Partnership

•  Public Sector awards created: Bronze, Silver, Gold

2005 – Public Sector Awards

•  Later, ASQ joined the Alliance

2007 – The Lean Certification Alliance

•  New Shingo Model released, emphasis on principles and culture

•  Bronze and Silver medallion award categories created

2008 – The New Shingo Model

•  European partnership created with The Manufacturing Institute (TMI)

2008 – European Partnership

•  First recipient from Costa Rica: Baxter, Cartago

2008 – Central America

•  Major change in focus to Executive Education

•  Development of courses

2009 – Executive Education

2009 – U.K.

BAESystems–Samlesbury,UKUltraframeUKLtd.–Clitheroe,Lancashire,UK

Ritsuo Shingo •  Keynotes for first

time, at the Shingo Conference in Nashville, Tennessee

2009 – Ritsuo Shingo

•  First Japan Study Tour

2010 – Study Tours

•  First Asian, recipient: Hi-Tech Gears – Manesar, India

2010 – India/Asia

2011 – China

AutolivSteeringWheelCo.,Ltd.Shanghai,China

2011 – Scandinavia

Lundbeck,SupplyOperaLons&Engineering–ValbyandLumsas,Copenhagen,Denmark

2011 - Health Care

•  Denver Health, Community Health Services, becomes the first healthcare recipient

2011 – South America •  Rexam Plastic

Packaging do Brasil and Rexam Beverage Can South America-Recife Ends become the first two Brazilian recipients

2011 - Internationalization

•  More international applicants and recipients than US applicants and recipients.

•  Currently over 70% of applicants and recipients are non-U.S. organizations

•  Lake Region Medical Limited becomes the first Irish recipient

2012 – Ireland

•  State Farm Life Insurance Company, Operations Center becomes the first financial industry recipient

2012 – Financial Services

2013 – New Trophies

2014 – Affiliates

Prof. Rick Edgeman

2015 – Director of Research

•  Shingo Summits in Mexico and Ireland

2015 – Shingo Summits

•  “Shingo” MBA – MBA with specialization in Shingo Leadership and Enterprise Excellence

2015 – The Shingo MBA

AN INTRODUCTION TO THE SHINGO MODEL®

Years ago, we noticed a common trend among

organizations who challenged for the Shingo

Prize:

A Turning Point

Initial gains were often accompanied with swift

decline.

WHY?

The Old Model

An important component of your organization is missing in this model…

?

The Old Model

…CULTURE

The aggregate of people’s behaviors creates organizational culture.

][“The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.”

Edgar Schein Professor MIT Sloan School of Management

Culture and Results

What results would you expect from cultures of

•  firefighting? •  blaming/backbiting?

•  respect? •  trust?

1st Insight

1.   Ideal Results Require Ideal Behavior

What is at the foundation of a successful culture? The answer flows from the Three Insights of Enterprise Excellence™:

2nd Insight

2.Systems Drive Behavior

3rd Insight

3.Principles Inform Ideal Behavior

Dimensions

“Think in terms of

categorical principles.”

Shigeo Shingo

][

Cultural Enablers

Continuous Improvement

Definition of Kaizen

h%ps://www.youtube.com/watch?v=jRdTFis4-3Q

MasaakiImai,AuthorofKaizen

Enterprise Alignment

Results

A Case Study – NUMMI

h%ps://www.youtube.com/watch?v=ZkiwJSAXgLw

OUR MISSION: “We conduct cutting edge research, provide relevant education, perform insightful enterprise assessment, and recognize organizations committed to achieving

sustainable world-class results.”

OUR PURPOSE: “Based on timeless principles, we shape

cultures that drive operational excellence.”