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This presentation is intended to present the Shingo process only for learning
purposes. Most of information are obtained from Shingo Institute and Shingo
official references. Some images, illustrations, and explanations are added to
make the presentation look nice and attractive.
Shingo Prize is a long learning journey that any company should strive for it.
All rights reserved to Shingo Institute, Uta University, Logan, Uta, USA.
The Shingo Prize for Operational Excellence is an annual award given to organizations
worldwide by the Shingo Institute, part of the Jon M. Huntsman School of Business at
Utah State University in Logan, Utah. In order to be selected as a recipient of the
Shingo Prize, an organization "challenges" or applies for the award by first submitting
an achievement report that provides data about recent business improvements and
accomplishments and then undergoing an onsite audit performed by Shingo Institute
examiners. Organizations are scored relative to how closely their culture matches the
ideal as defined by the Shingo Institute. Those meeting the criteria are awarded the
Shingo Prize. Other awards include the Shingo Silver Medallion, the Shingo Bronze
Medallion and the Research and Professional Publication Award.
What is Shingo Prize?
Beginnings: 1988 – 2000
In 1988, Utah State University conferred an honorary
doctorate to Shigeo Shingo, a Japanese industrial engineer
and author credited for his contribution to many of the
elements, theories and tools associated with the Toyota
Production System.That same year, Utah State University
established what was then called the Shingo Prize for
Excellence in Manufacturing in his honor.
History and Origination
About Dr Shigeo Shingo:
Dr. Shigeo Shingo along with Frederick Taylor, Henry Ford
andTaiichi Ohno are probably the four greatest
manufacturing minds in the last 100 years.
Dr. Shingo was born in 1909 in Saga City, Japan, graduated
from SagaTechnical High School and earned a degree in
Mechanical Engineering fromYamanashiTechnical College
and received an honorary doctorate degree from Utah
He taught over 3000Toyota engineers in the principles
stated in this new book Kaizen and the Art of Creative
Thinking —The ScientificThinking Mechanism.
Dr. Shingo authored over 20 books, six in English:
The Shingo Prize for Excellence in Manufacturing was first only awarded to organizations
within the United States. By 1994, however, Ford Electronics in Markham, Ontario, became the
first Canadian organization to receive the award. By 1997, the award was given to the first
Mexican organization, Industries CYDSA Bayer.
In 2000, BusinessWeek referred to the Shingo Prize as the "Nobel Prize for manufacturing."
In 2008, Utah State University changed the name of the award to the Shingo Prize for
Operational Excellence in order to reflect altered criteria that made the award available to
organizations from all industries, not exclusively manufacturing.The focus of the award was
also shifted away from recognizing the use of lean manufacturing tools to recognizing the
overall organizational culture.This was in response to growing concern about the validity of
what the Shingo Prize was supposed to signify about its recipients.
Evolution of Shingo prize
▪ With a change in scoring criteria in 2008, the average number of organizations receiving the
Shingo Prize each year decreased from 11 to 2.
▪ It’s a high challenged mission for organizations to achieve Shingo prize.
Shingo Prize for Operational
Excellence according to the
Shingo Institute, the Shingo Prize
"is the world’s highest standard
for operational excellence" and
"a worldwide recognized symbol
of an organization's successful
establishment of a culture
anchored on principles of
enterprise excellence. "These
principles are found as part of
the Shingo Model.
✓ Shingo Silver Medallion
The Shingo Silver Medallion is awarded to "those
[organizations that are] maturing on the journey [to
excellence] with primarily a tool and system focus."
✓ Shingo Bronze Medallion
The Shingo Bronze Medallion is awarded to "those
[organizations] in the earlier stages of cultural transformation
with primarily a tools focus.
✓ Shingo Research and Professional Publication
The Research and Professional Publication Award is awarded
to authors and researchers that advance "new knowledge and
understanding of lean and operational excellence.Awards are
given in four categories: (1) books (monographs), (2)
published articles, (3) case studies and (4) applied
The Shingo Prize is awarded to organizations
that demonstrate a culture where principles of
operational excellence are deeply embedded
into the thinking and behavior of all leaders,
managers and associates.
Performance is measured both in terms of
business results and the degree to which
business, management, improvement and work
systems are driving appropriate and ideal
behavior at all levels.
Leadership is strongly
focused on ensuring
that principles of
excellence are deeply
imbedded into the
culture and regularly
Associates are taking
responsibility for improving not
only their work systems but also
other systems within their value
Managers are focused on
continuously improving systems
to drive behavior that is closely
aligned with the principles of
The Shingo Silver Medallion is awarded to
organizations who demonstrate strong use of
tools and techniques, have mature systems that
drive improvement, and are beginning to align
thinking and organizational behavior with
correct principles of operational excellence.
The Shingo Bronze Medallion is awarded
to organizations that demonstrate strong
use of tools and techniques for business
improvement and are working to develop
effective systems to create continuity and
consistency of tools applied throughout the
The cultural assessment is broken into
three distinct evaluation sections:
1. The achievement report,
2. The Shingo Cultural Online
Performance Evaluation (SCOPE)
3. The site visit.
The achievement report covers each
dimension of the model and discusses
the principles, systems and tools that
are evident and the results they have
produced.The achievement report,
along with the SCOPE survey, is used by
members of the Shingo Board of
Examiners to evaluate an applicant’s
eligibility to be awarded a site visit.
SCOPE will be administered
to each applying entity.All data
received from SCOPE will
populate a Shingo database
and be used to
provide feedback to the
applicant. Feedback from
SCOPE will be part of a
packet, which will be provided
to each applicant regardless of
whether or not they are
awarded a site visit.
Site visits are conducted by a team of
examiners that have been trained and
selected by the Shingo Institute.The team
spends two days at the site evaluating the
culture of the applicant; duration of a site
visit may be extended depending on the
application. Examiners observe behaviors,
review documentation and measures and
ask questions of all levels and business
systems of the applying entity. Examiners
are provided all evaluation resources
available that pertain to an applicant.
This robust assessment process
is used for all entities applying for
the Shingo Prize. It is the most
rigorous cultural assessment
available because it combines
documentation in the
achievement report along with
two sources of direct
observation, the SCOPE survey,
and the site visit (actual reality).
Improvement (350 pts)
Results (200 pts)
Guiding Principles • Lead with Humility
• Respect Every Individual
• Assure a Safe Environment
• Develop People
• Empower and Involve Everyone
• Individual development
• On-the-job training/training within industry
• Standard daily management
• Leadership development
• Idea sharing
• Suggestion and involvement
• Reward and recognition
• Environmental, health and safety
• Community involvement
• Recruitment and succession planning
1. Cultural Enables
• Arrangements with educational institutions
• Personal development plans
• Lean training curriculum and materials
• Suggestion forms and measures
• Community open house
A part of
Is on-the-job coaching in lean practices a daily part of the culture?
Is formal lean training and education ongoing and updated?
Is there a process flow where suggestions are processed quickly and feedback is received
by the originator?
4. Is the organization a safe and clean workplace where safety and environmental standards are continually
5. Does the recognition system focus on performance that encourages ideal behavior;
and is it frequent, timely and specific?
• Focus on Process
• Embrace Scientific Thinking
• Flow and PullValue
• Assure Quality at the Source
• Seek Perfection
• Stabilize processes
• Rely on data and fact
• Standardize processes
• Insist on direct observation
• Focus on value stream
• Keep it simple and visual
• Identify and eliminate waste
• No defects passed forward
• Integrate improvement with work
• Voice of the customer
• Problem-solving (A3 Thinking, PDCA,
• Value stream analysis
• Total productive maintenance (TPM)
• Visual management
• Customer surveys
• Standard operating procedures (SOP)
• Tools of quality (i.e. pareto charts, storyboarding,
cause-and-effect diagrams, 5-whys, or similar
• Benchmarking visit
• Right-sized equipment and facilities
• Production control boards
• Red tags
• Floor tape
2. Continuous Process Improvement
• 5S methodology
• Supplier development
• Continuous improvement methodology
• Production Process Preparation (3P)
• Quick changeover or setup reductions (SMED)
• Error proofing/zero defects
• New market development and current market exploitation
• Quality function deployment, concurrent engineering, etc. for product
• Theory of constraints – managing bottlenecks
• Systems that make the customer/supplier linkage visible throughout all stages
of the process and encourage/require regular communication
• Design for manufacturability, testing, maintenance, assembly — i.e. making it
simpler and easier to deliver best quality and quickest, most reliable response to
the customer at the lowest cost
• Involve suppliers and customers in product/ service design and continuous
• Direct observation (go and see) and databased decisions and actions
• Cellular design/layout
Example Tools: 5S,
Visual Management &
Plan each step and understand the outcome expected at each point.
Do the task as planned.
Check that is the outcome is as expected “Audit”.
Act –find out what is going wrong .Then repeat the cycle.
Plan what you are going to do to put it right.
Do make the corrections.Then continue the rest of the cycle,
repeat the loop as necessary.
Plan-Do-Check-Act. PDCA Cycle.
Problems Solving Process:
1. Define the problem. (Plan)
2. Breakdown the problem into manageable pieces. (Plan)
3. Identify the root causes. (Plan)
4. Set the targets. (Plan)
5. Provide countermeasures & select proper solution. (Plan)
6. Implement the solution. (Do)
7. Check the outcomes and the impact. (Check)
8. Define what went wrong, repeat the cycle, adjust, and standardize. (Act)
1. Is the current state and future state an ongoing continuous cycle that is actively pursued with a
visual, detailed action plan and timeline?
2.Are standards and work instructions simple and visual for all work processes? Are they
updated with improvements routinely? Are they followed with regard to timing and sequence?
3.Are managers and supervisors routinely observing the actual process in order
to gather factual data to understand the problems and opportunities?
4.Are improvements made by following a scientific method, PDCA, DMAIC,A3 thinking, etc.? Is
there a coaching process in place for problem-solving?Are problems
being addressed at the lowest possible level of the organization?
5.Are problems, defects and abnormal conditions signaled and stopped immediately at the point of
occurrence and the root cause pursued?
• Create Constancy of Purpose
• Think Systemically
• See reality
• Focus on long-term
• Align systems
• Align strategy
• Standardize daily management
• Strategy deployment
• Daily management
• Customer relationship management (CRM)
• Information technology
• Daily management standard work sheets
• Mission statement
• Vision statement
• Business models
3. Enterprise Alignment
✓ Management by Walk (Gemba)
✓ Daily problems solving (meetings and huddles)
✓ Standardization &Visualization to surface problems
✓ Motivating the workforce
1. Is there a structured process for aligning goals and strategic priorities that is simple and visible at all
levels of the organization?
2. Do leaders hold to the guiding principles through hard times?
3.Are support functions seamlessly integrated to aid operations in creating value (process based
versus silo culture)?
4. Do information systems provide direct flow of pertinent information that is easily accessible and
usable across the extended enterprise (no shadow systems or spreadsheets)?
5. Do leaders and managers have a standard work process that enables them to monitor and maintain
• CreateValue for the Customer
• Measure what matters
• Align behaviors with performance
• Identify cause-and-effect relationships
•Voice of the customer
• Strategy deployment
• Management reporting
• Control boards
• Score cards
• All employee meetings
1.Are measures simple? Is there is a common understanding
of what is measured and why it is measured? Are measures
directly tied to the organization’s overall objective?
2.Are measures used to drive improvements?
3. Do performance measures drive the right
4.Are tracking boards used routinely for open discussion and
feedback so that adjustments can be made, and at what
5.Are principles, systems and tools aligned in such a way that
guiding principles help align the systems to select appropriate
tools to achieve performance targets?
4. Results Measurements
Quality to the customer (defect-free
Unplanned scrap rate
Overall cost of quality
Process variation measures
Finished product first pass (Re work %)
Total lead time (from customer order till
delivering the product).
Process cycle time (into the process output).
Cash flow turns (of what is produced)
Cost per unit
Labor hr per unit
Return on investment ROI
Revenue per employee hour
No of ideas per employees and degree of
Utilization at high potential talent
Customer engagement in product
New contract awards
Success of new products
Frequency: How often do we see the behavior?
Duration:Are we seeing behavior for the first time? Or have seen it for yrs?
Intensity: Is there a sense of passion and importance of behaver? ie. deviate would create a
Scope: Do we see the behavior in just a few cells? Or through out the organization?
Role: Do we see the appropriate focus on tools and behavior in all levels of organization :
leaders, managers and associates?
Behavior Assessment Scale
Lenses 0-20% 20-40% 40-60% 60-80% 80-100%
Leaders L1 L2 L3 L4 L5
Managers L1 L2 L3 L4 L5
Associates L1 L2 L3 L4 L5
Frequency Rare Irregular Frequent Consistent Constant
Duration Initiated Experimental Repeatable Established,
Intensity Indifferent Individual
Scope Isolated Silos Operation Multiple
Why it is conducted?To evaluate the entire applying entity to determine the degree to which the principles of
operational excellence are deeply embedded into the culture of the entire organization
Measuring Results Assessment Scale
Lenses Level 1
Stability 0-1 yrs 1-2 yrs 2-3 yrs 3-4 yrs 4+ yrs
Trend Low, poor
High level of attainment
measures aligned in
areas are aligned
Enterprise wide extend
value stream, all measures
align to cooperate goals
from highest level to
lowest level in the
Improvement Little, no
Regular feedback in
some areas, many
areas (not all) have a
process to set goals
Routine feedback, almost
all areas have goals that
are realistic and business
Level Company Country
2016 Silver Medallion
Hospira Limited, a Pfizer Company Dominican
2015 Silver Medallion Commonwealth Bank of Australia Australia
2014 Silver Medallion Rexam Beverage Brazil
2014 Silver Medallion Rexam Healthcare Germany
2012 Bronze State Farm Life Insurance Company USA
2012 Bronze Johnson Controls Lerma Plant Mexico
2009 Shingo Prize Autoliv Airbag Module Facility USA
2008 Shingo Prize Denso Mexico Plant Mexico
2008 Shingo Prize Baxter Healthcare Costa Rica
2005 Shingo Prize Boston Scientific USA
Database Past Receptions
My team and I were incredibly proud to hear that Abbott received
the award, because we never forget that the work each of us does
ultimately affects the people who receive Abbott’s products”
Said Kealy the operational manager. “Operational excellence isn’t
just a phrase or tagline for us, it is the core of everything we do.
Receiving the Shingo award validated not only my effort, but also my team’s efforts, and the
efforts of all our teams and employees at the Clonmel site to improve every facet of our jobs
Following the Shingo method, we have built on the capabilities
that existed at the site, and have strategically invested in employees
engagement and development, Our experience of operational
excellence is a akin to the best team sport-the end goal is to have
everyone working together, in a synchronized effort, to achieve a
Specific achievements at the Abbott site:
1. A triple-digit increase in productivity over the past 7
2. A double-digit reduction in product unit cost over the
least 7 years
3. The lead time from manufacturing to customer has
been reduced significantly in the past 6 years
4. 300 percent increase in process improvement
5. Zero non-conformances in any external regulatory
audit for Abbott’s vascular facility in Clonmel in the
past 7 years