Description
Book SynopsisTo succeed, an organization must cultivate management systems that effectively align their work and behaviors with principles and direction. These systems should be simple, comprehensible, actionable, and standardized. Establishing alignment in every value stream of an organization will ultimately create value for their customers and produce the desired results. This alignment stems from an understanding of why an organization exists, where it is going, and how it will get there.
Enterprise Alignment and Results guides readers to their goal of enterprise-wide alignment by providing a deeper look at the Shingo Model. This book builds upon the previous books in the Shingo Model Series by continuing to define ideal behaviors and the systems that drive them and increasing understanding of fundamental beliefs and how to use behavioral benchmarks. As readers examine the principles of Create Constancy of Purpose, Think Systemically, and Create Value for the
Table of Contents
Contents
Acknowledgments..................................................................................xi
Editor.................................................................................................... xiii
Foreword................................................................................................ xv
Chapter 1 Introduction........................................................................ 1
DISCOVER EXCELLENCE Workshop.....................................3
CULTURAL ENABLERS Workshop........................................4
CONTINUOUS IMPROVEMENT Workshop........................5
ENTERPRISE ALIGNMENT & RESULTS Workshop..........5
BUILD EXCELLENCE Workshop.............................................6
Definition of Lean........................................................................7
Chapter 2 The Dimensions.................................................................. 9
Think Systemically.....................................................................13
Create Constancy of Purpose...................................................13
Chapter 3 Think Systemically............................................................ 15
Is Think Systemically a Principle?.............................................17
Is Think Systemically Universal?...............................................18
Is Think Systemically Timeless? ...............................................19
Does It Have Consequences? ...................................................19
What Happens When This Principle Is Observed? ............. 20
What Would Happen If …?.................................................21
Is It Relevant to Operational Excellence? ...............................22
How Does It Apply?...................................................................23
Problem Solving .........................................................................27
Huddles........................................................................................29
Value Stream Mapping ............................................................ 30
The Bonus System ..................................................................... 30
5 Whys........................................................................................32
Examples of Ideal Behaviors.....................................................33
Cogent Power Case Study ........................................................ 34
Case Study: Cogent Power Inc.—Lean Story................... 34
The Early Days: Learning Lean...................................... 34
One Leader Wakes Up to the Opportunity...................36
Culture, Behavior, and Sustainability............................38
Behavioral Benchmarks ........................................................... 42
The XYZ Widget Company................................................. 43
Systems ........................................................................................49
A Final Thought .........................................................................50
Further Reading .........................................................................51
What Does “Systemic” Mean?.............................................51
“They” Assessment................................................................53
Chapter 4 Create Constancy of Purpose........................................... 57
Is Create Constancy of Purpose a Principle? ..........................58
Is Create Constancy of Purpose Universal? ............................59
Is It Timeless? .............................................................................59
Does It Have Consequences? ...................................................59
What Happens When This Principle Is Observed? ............. 60
5 Whys........................................................................................61
Ozgene Case Study: “To advance humanity—inspire
curiosity”.....................................................................................63
Clarity on What, Where, and Why......................................... 66
A Filter........................................................................................ 68
Does Constancy of Purpose mean that Nothing will
Change?....................................................................................... 68
Align Systems Around Purpose...............................................70
The Policy Deployment System................................................71
Standardized Daily Management System...............................73
Auckland Council Pools and Leisure Case Study..................74
Brief Overview of Auckland Council Pools and Leisure......74
What Is the Purpose?............................................................75
The Long-Term Plan 2012–2022..........................................76
How Do You Align to the Purpose?....................................76
What Is the Game Plan?.......................................................78
Behavioral Benchmarks.............................................................79
Commonwealth Bank of Australia Case Study:
Embedding a Constancy of Purpose.......................................83
“Catchballing”.............................................................................85
Examples of Ideal Behaviors ................................................... 86
Systems........................................................................................ 90
Further Reading .........................................................................91
Hoshin Kanri: Translating “Big Vision” from
Strategy to Execution............................................................91
Part 1: Hoshin Kanri—Concept Origins.......................91
Part 2: Hoshin Kanri—A Valuable Concept.................93
Part 3: Hoshin Planning Applied...................................97
Climbing the Hoshin Planning Ladder:
Nuts and Bolts Facilitation...................................................98
Summary...................................................................................102
Create Constancy of Purpose............................................103
Drowning in Opportunities...............................................105
Chapter 5 Results: Create Value for the Customer......................... 109
Create Value for the Customer...............................................110
Is Create Value for the Customer a Principle?.......................111
Is Create Value for the Customer Universal? ........................112
Is It Timeless? ...........................................................................112
Does It Have Consequences? .................................................112
What Happens When This Principle Is Observed? ............113
5 Whys......................................................................................113
What Is Customer Value?........................................................115
Airbus Australia Pacific Case Study......................................118
The Organization......................................................................118
VOC Objectives....................................................................... 120
The Process .............................................................................. 120
Stage 1: Confirm Purpose of the VOC .............................121
Stage 2: Collect VOC Data .................................................121
Stage 3: Analyze and Report VOC Data ..........................121
Results....................................................................................... 122
Behavioral Benchmarks.......................................................... 123
Examples of Ideal Behaviors ................................................. 124
ABC Steel Mill Case Study..................................................... 128
You Get What You Measure...................................................129
Systems ......................................................................................132
Sichuan Toyota Case Study: Create Value for the
Customer...................................................................................133
Introduction.........................................................................133
Create Value for the Customer......................................... 134
Definition........................................................................ 134
Tools................................................................................. 134
Examples......................................................................... 134
Results........................................................................................136
Examples of Shingo’s Successes.........................................136
Discussion.................................................................................138
Chapter 6 Lean Prescription at Denver Health: The
ENTERPRISE ALIGNMENT Workshop Case Study.........139
The Challenge............................................................................140
Changing to a New System ....................................................142
Chapter 7 Assessing the Enterprise Alignment and Results
Dimensions...................................................................... 147
Preparations to Go & Observe................................................147
The Shingo Assessment Process.............................................150
The Shingo Prize as an Assessment Tool..............................150
Chapter 8 Summary.......................................................................... 153
Bibliography......................................................................................... 155
Index..................................................................................................... 159
