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3. The History of Improvement
and the role of Culture and Standards
4. The History of Improvement
and the role of Culture and Standards
• History of Improvement
• My experiences
• Role of Culture, Systems & Standards
– Themes from Shingo Prize winners
• Q & A
5. History of Improvement (1)
Qin Shi
Huangdi
manufacture
of crossbows
with
standardized
parts
221 BC
Venetian
Arsenal was
able to
produce one
galley a day
by using
assembly line
principles
1500’s
Eli Whitney:
standard,
interchangeable
parts for musket
assembly,
leading to mass
production of
guns
1798
Frederick
Taylor
published
The
Principles of
Scientific
Management
1911
Henry Ford:
first moving
assembly line,
producing cars
in a standard
sequence of
steps
1914
Walter
Shewhart
introduced Plan
– Do – Check –
Act and the
control chart
1920’s
W. Edwards
Deming began
applying
Shewhart’s
approach to the
production of
materials used
in World War II.
TWI introduced
1930s &
1940s
Deming, Juran
and others
trained Japanese
leadership in
using control
charts.
Toyota adapted
Ford’s
standardized
assembly line to
production of
smaller
quantities
1940s &
1950s
National Cash
Register’s
reward
schemes,
employee
development
opportunities
& relations
1894
W. Edwards
Deming - Taiichi Ohno
Eli Whitney
Frederick
Taylor
Walter
Shewhart
Henry
Ford
6. History of Improvement (2)
Quality Circles
and Total
Quality
Management
(TQM)
1980’s
ISO 9000
Quality
Management
System and
Malcolm
Baldrige
National
Quality
Award
1987
The Shingo
Prize is
introduced
1988
Motorola
introduced
Six Sigma.
Imai refers
to 3 types
of kaizen
1986
Six Sigma led
to the
development
of DFSS,
DMAIC, and
DMADV.
Kaplan &
Norton
Balanced
Scorecard
1990s
Toyota
process
becomes
known as
Lean
1990
Shingo
model
updated to
assess
culture and
behaviours
2008
EFQM
Excellence
Model and
Kaizen & CI
referred to as
the principle of
improvement
by Lillrank &
Kano
1989
Bessant &
Caffyn
develop the
CI Capability
Model at
University of
Brighton with
10 generic
and essential
CI behaviours
TMI
established
1994 1997
Shigeo
Shingo
Stephen R.
Covey
Masaaki
Imai
Jim
Womack
Phil
Crosby
Daniel
Jones
Robert Kaplan
& David Norton
John Bessant
& Sarah Caffyn
7. “Where there is no standard,
there can be no kaizen”
Taiichi Ohno,
Toyota Motor Corporation
Observations
• Long history of improvement
• Standards key from the earliest historical
examples
• Scientific approach evident
• Importance of people - culture and behaviours
has been much more recent
8. My experiences
PAC International Ltd. (1992-2001)
• Best Electronics/Electrical Factory 1998 (Cranfield)
• MX2000 Award for Customer Focus (IMechE)
• Europe’s Best Plant Award 2000 (Industry Week)
Ultraframe UK Ltd. (2004-2010)
• Best Engineering Plant 2007 (Cranfield)
• Shingo Prize Bronze Medallion 2009
9. What I’ve learned…
• “People Matter”
200 pages,
6 about People!
– Explain “why”, then “what” & “how”
– delegate to motivate
– understand individuals strengths and play to them
• “Teach a man to fish” …
– coach not problem solver
• Focus on the Customer
– Organise to enable Value to Flow
– Invert the pyramid
The Lean Toolbox
John Bicheno (2000)
“Only 20% of employees
working in 7939
business units surveyed
(by Gallup) feel that
their strengths are in
play every day”
10.
11. Themes from Shingo Prize Winners
• Strategy & Policy
Deployment
• Everyone knows
“what” “why”
and “how”
• The systems are
designed to
drive the desired
behaviours
12. Themes from Shingo Prize Winners
• Agree & define
the behaviours
• Organise to
enable Value to
Flow
• Invert the
pyramid
13. Themes from Shingo Prize Winners
• Everyone knows
“why”, “what &
“how”
• Keep it simple &
visual
• The Systems are
designed to drive
the desired
behaviours