EFESO and the Shngo Model...Why and How.

1. EFESO © 2015
Abu Dhabi - Atlanta - Barcelona - Berlin - Brussels - Budapest - Buenos Aires - Cairo - Gothenburg - 's-Hertogenbosch
Istanbul - Lisbon - Manchester - Mexico City - Milan - New Delhi - New York - Paris - Riyadh - São Paulo - Seoul
Shanghai - Singapore - Saint Petersburg - Stockholm - Tokyo
WHY SHINGO & WHY EFESO?
SEPTEMBER 2015

2. 2EFESO © 2015File name
Purpose
 What is Shingo?
 Why is it important to my organization?
 Why is EFESO uniquely positioned to help me?
 How do I get started?
Provide a very concise, visually powerful view to address the
following questions:

3. 3EFESO © 2015File name
Typical State: Isolated Silos, Mis-alignment and Wasted Energies
 When organizations are in their infancy, they are very flat organizations. With
just a handful of people, people multitask or handle one function entirely by
themselves
 As an organization grows, it will naturally increase in specialization of function
with a group to handle human resources issues, a group to handle finance,
another group to handle operations, etc. This permits increased expertise in
each specialization.

4. 4EFESO © 2015File name
Typical State: Isolated Silos, Mis-alignment and Wasted Energies
 But eventually silos begin to form, and increased complexity and bureaucracy
which isolates the different functions creeps in. More policies and bureaucracy
are created to ensure compliance.
 Eventually, the systems and policies within each silo number in the hundreds
and the separation and lack of cooperation between silos increases.
Eventually, the people in the organization feel disconnected to the end
customer and they feel that senior management have lost touch.

5. 5EFESO © 2015File name
Typical State: Isolated Silos, Mis-alignment and Wasted Energies
 It becomes difficult to find that sustainable excellence that was the hallmark of
the organization at the beginning.

6. 6EFESO © 2015File name
The Shingo Model: Based upon the writings of Dr. Shigeo Shingo
 Establishes the clear connections
between culture, behavior, systems
and results
 Introduces the key concept of Shingo
Principles and the role they play
 Provides a framework for leaders in
which to build a culture of sustainable
excellence

7. 7EFESO © 2015File name
EFESO’s Integrated Approach: The Whole Picture
EFESO’s Performance
Behavior develops and
seals the ideal behaviors
linked to the Shingo
Principles
EFESO’s WCOM gives proven
powerful systems, methods &
tools, integrating Lean, TPM,
and 6 Sigma together
EFESO’s Change Management as the way to implement

8. 8EFESO © 2015File name
Shingo Model helps leaders to align the organization’s activities with “ideal”
Performance Behavior to "seal" behaviors and get the expected performance
Shingo
Principles to
guide the
transfor-
mation
Performance
Behavior to
get the
performance
Facilitation to anchor
and to sustain
Shingo Assessment /
Identification of Gaps
Internal Cultural
Assessment (InSight)
Principles Training
and Leadeship
Alignment
Gap Closing Planning
Plan d'actions
Division : ALBANY - Usine : COMMERCY Planifié Réalisé
S28 S29 S30 S31 S36 S37 S38 S39 S40 S41 S42 S43 S44
1 Insight Survey Mark's plan : Mail du 23/06/15 Ask for Webtool set-up for SE Mark 10-lug Fait
2 Insight Survey Mark's plan : Mail du 23/06/15 Drive trial in SE Anne 17-lug Fait
3 Insight Survey Mark's plan : Mail du 23/06/15 Drive trial in SE Carlo 17-lug fait
4 Insight Survey Mark's plan : Mail du 23/06/15 Carlo/Anne/Mark/Emanuela to review Trial feedback Mark 24-lug -35
15 Insight Survey Traduction française
Marie-
Christine
10-lug Fait
16 Insight Survey Validation de la traduction française Anne 24-lug done
Insight Survey Send the Transaltion to Shingo (Tom?)
Marie-
Christine
30-lug done
5 Insight Survey Mark's plan : Mail du 23/06/15 Mark to ask for webtool set-up for Albany Mark 31-lug done
20 Insight Survey Mail Carlo du 16/07/15 Envoyer le questionnaire traduit en français à Mark
Marie-
Christine
24-lug done
21 Insight Survey Mail Carlo du 16/07/15 Donner les droits à Monique pour aller sur le site SHINGO Mark 31-lug done
22 Insight Survey Mail Carlo du 16/07/15
Valider avec Monique les modalités de l'insight survey (qui, quand,
comment)
Anne 24-lug done
23 Insight Survey
Valider avec Monique les dates d'interventions possibles
(idéalement le 3 septembre pour lancer la self survey et le 21
septembre pour le feedback)
Anne 24-lug -35
6 Insight Survey Mark's plan : Mail du 23/06/15 Anne to come to Commercy to ignite the process Anne 04-set 7
7 Insight Survey Mark's plan : Mail du 23/06/15 SELF SURVEY ALBANY 11-set 14
8 Insight Survey Mark's plan : Mail du 23/06/15 Carlo/Anne/Mark to prepare feedback Anne 18-set 21
9 Insight Survey Mark's mail du 26/07/14 Carlo/Anne present the feedback to Albany: canceled!!! Carlo 25-set 28
new Assesment Mark's mail du 26/07/15 Prepare the Assessment Process/System/Tool Mark+Team 25-set 28
10 Assesment Mark's plan : Mail du 23/06/15 Carlo/Anne Set Up assessment in plant Carlo 25-set 28
11 Assesment Mark's plan : Mail du 23/06/15 Mark/Carlo/Anne do the assessment end of september Mark 02-ott 35
12 Assesment Mark's plan : Mail du 23/06/15 Feedback prep M/C/A Mark 09-ott 42
13 Assesment Mark's mail du 26/07/15 Workshop M/C/A preferably on 5-6-7-8-9 of October??? Mark
14 Relation client Mail Carlo du 16/07/15
Envoyer à Monique des livrets stagiaires en français (5) et en
anglais (5)
Marie-
Christine
24-lug -35
17 Suivi formation Mail Carlo du 16/07/15 Mettre les feuilles d'émargement sur le site SHINGO
Marie-
Christine
17-lug Fait
18 Suivi formation Mail Carlo du 16/07/15 Mettre les feuilles d'évaluation sur le site SHINGO
Marie-
Christine
17-lug Fait
19 Suivi formation Mail Carlo du 16/07/15
Communiquer le score d'évaluation à Monique et Carlo dès
réception
Marie-
Christine
24-lug -35
24
25
26
27
Jours
restant
JUILLET SEPTEMBRE OCTOBRE
N SUJET Référence Actions Qui
Pour
quand
Goal
Tools and forms
provoke behavior
3
Behavior development
to ensure performance
improvement
4
Structure to ensures
responsability and
help at each level
2
Link actions and
result to ensure
ownership
1
5
Deploy / Track /
Reassess Progress

9. 9EFESO © 2015File name
WCOM and Performance Behavior to support application
of ideal principles
Key aspects of our approach
 Shingo is an ideology about ideal
Behavior and excellent culture, structured
in principles to comply with, available to
companies that want to achieve enterprise
excellence
 Shingo naturally expands the scope of
improvement beyond operations, involving
all functions and engaging senior leaders
 EFESO Consulting is the only global
Management Consulting firm affiliate to
the Shingo Institute (www.shingoprize.org)

10. 10EFESO © 2015File name
WCOM and Performance Behavior to support application
of ideal principles
Key aspects of our approach
 Performance Behavior (an EFESO
Consulting Proprietary methodology)
develops, measures, provokes and
seals the ideal behaviors through the
organization according to the Shingo
principles
 WCOM (the EFESO Consulting
framework for Operational Excellence)
is connected to fill gaps in systems and
methodologies along the Shingo
journey.

11. 11EFESO © 2015File name
EFESO Consulting: global approach and local culture
 Capable of implementing client strategies and action plans globally through integrated networks
 Multi-lingual, multi-national, multi-cultural
 400 people from 45 nationalities in 25 offices, working as 1 team to partner with and support clients
wherever they need us
Istanbul
Stockholm
Berlin
Saint Petersburg
Budapest
Tokyo
Shanghai
New Delhi
Abu Dhabi
Cairo
Milan
Barcelona
Gothenburg
Brussels
Manchester
Lisbon
Hertogenbosch
Atlanta
New York
Buenos Aires
São Paulo
Mexico City
Riyadh
Singapore
Seoul
Paris

12. 12EFESO © 2015File name
EFESO Consulting: global approach and local culture

13. 13EFESO © 2015File name
www.efeso.com