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