Ken Snyder keynote (Shingo Institute) — LeanForum 2019 (12/12/2019)

Shingo Institute © Utah State University
Tessei Case Study

OUR MISSION:
“In order to improve the process of improvement, 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 organizational and operational excellence.”

Shingo Institute and the Shingo Prize

Recent Shingo Prize Recipients
2019
Abbott Nutrition Supply Chain, Sturgis
Sturgis, Michigan, USA
Abbott Nutrition Supply Chain, Singapore
Singapore
Boston Scientific Coyol - Coyol, Costa Rica
Merit Medical Systems Inc. - Tijuana, México
Regeneron Pharmaceuticals Inc., Industrial
Operations & Product Supply - Rensselaer,
New York, USA
2018
Abbott Nutrition Supply Chain Granada
Granada, Spain
AbbVie Ballytivnan – Sligo, Ireland
Ball Beverage Packaging, Naro-Fominsk Cans
Novaya Olkhovka, Russia

Recent Shingo Prize Recipients (cont.)
2017
Abbott Nutrition Supply Chain Facility, Sligo
Sligo, Ireland
Ball Beverage Packaging, Naro-Fominsk Ends
Novaya Olkhovka, Russia
Thermo Fisher Scientific – Vilnius, Lithuania
2016
Boston Scientific Cork – Cork, Ireland
Rexam Querétaro – Querétaro, Mexico
2015
Abbott Diagnostics Longford – Longford, Ireland
Envases Universales Rexam de Centroamerica
Amatitlan, Guatemala

Shingo Award Recipients

Insight #3:
Principles Inform Ideal
Behavior
Insight #2:
Purpose and Systems
Drive Behavior
Insight #1:
Ideal Results Require
Ideal Behavior
Three Insights of Organizational Excellence

Guiding Principles Dimensions
People
Process
Purpose

Shingo Guiding Principles

Tessei
Nagano
Niigata
Yamagata
Akita
Hachinohe
Shinjo
Shin-
Aomori
Shin-
Hakodate
Kanazawa
No. of employees: 910 (as of Apr. 1, 2017)
Subsidiary of JR East
552 full-time employees, 358 part-time
employees (39% part-timers)
Average employee age: 50
Ratio of female employees: 36%

Tessei (Before)
❖ No clear direction
❖ High focus on cost-cutting
❖ Hiring mostly part time employees as part of
cost-cutting
❖ Very high turn-over – over 200%/year
❖ High incidence of accidents and injuries
❖ High level of customer complaints – i.e., failure
to clean car in allotted time frame
❖ Avoid interaction with passengers
Source: Harvard Business Publishing case study “Trouble at Tessei”

Tessei (Before)

Tessei (August 2005)
Teruo Yabe takes over as CEO

Tessei (After)
❖ Part of the experience of riding a “national icon”
❖ Cast members in “Shinkansen theater”
❖ 100% success in cleaning car in allotted time – the
“7-Minute Miracle”
❖ Engaged workforce
❖ Active interaction with passengers
Source: CNN video

What are principles?Shingo Guiding Principles

Constancy of Purpose
“My initial challenge was how to create ‘pride in
one’s work’ so they can reach the feeling of having
a worthwhile life.” (“ikigai” – 生き甲斐)
Clear purpose – Mr. Yabe told them “‘The shinkansen
is a world-class train. … You are the technical
experts who maintain that train by cleaning it.”
Source: personal interview with Mr. Yabe

Lead with Humility
What is the Role of a Leader?
❖ Challenge the status quo
❖ Set the strategic direction
❖ Communicate the mission
❖ Build the ability to implement the work
❖ Support the implementation
❖ Identify the root causes of problems and help solve
them
❖ Share the joy in achieving results through
organization activities and individual recognition

Engaging People
“Kaizen starts with top-down …
but kaizen is achieved by bottom-up.”

Engaging People
Engagement of people – “Ask people ‘what should we
do?’ Tell them ‘please do so;’ and then ask ‘how can I
help?’”
“Never say ‘no!’ to constructive proposals from team
members. If the proposal cannot be implemented, the
company should propose the next step to be taken.”
“We put a lot of time and attention into enhancing our
ability to put proposals into practice. … We wanted to
make sure we had world-class implementation
capabilities.”

Engaging People
Uniforms

Engaging People
Buckets to bags

Engaging People
Tools into bags

Engaging People
The “7-Minute Miracle”

Safety (Before)
Misconceptions Regarding Safety:
“People will faithfully adhere to safety instructions
and procedures as long as proper training is
provided.”
Source: personal interview with Mr. Yabe quoting from the old safety policy

Safety (After)
Elements of the current safety system:
❖ Educate and train team members so they can
identify and solve safety issues.
❖ Empower team members to solve safety issues.
❖ Look at and solve problems as a team.
❖ Provide support for the implementation of safety
suggestions.
❖ Recognition of safety catches and improvements
through “Angel Reports”

What are principles?Recognition – “Angel Reports”
Source: IHCSA Café magazine article

Ken Snyder keynote (Shingo Institute) — LeanForum 2019 (12/12/2019)

Recommended

Recommended

More Related Content

Similar to Ken Snyder keynote (Shingo Institute) — LeanForum 2019 (12/12/2019)

Similar to Ken Snyder keynote (Shingo Institute) — LeanForum 2019 (12/12/2019) (20)

More from Всеукраинский Форум "Развитие производственных систем"

More from Всеукраинский Форум "Развитие производственных систем" (20)

Recently uploaded

Recently uploaded (15)

Ken Snyder keynote (Shingo Institute) — LeanForum 2019 (12/12/2019)