Found on Shingo.org Dr. Morgan L. Jones, Chris Butterworth and Brenton HarderMany organizations have launched continuous improvement, business improvement, process excellence or Lean Six Sigma programs with varying success. The typical model is to employ an experienced external executive to engage directly with the senior leadership team, develop a deployment plan, train a small cohort of green or black belts, identify and deliver some immediate wins, build momentum with more low-hanging fruit and hope the top-down approach will permeate the organizational culture due to an obvious display of logic and benefits. Building individual capability of green belts, black belts and sometimes sponsors is a successful approach for creating a proof point that these methods work within that organization and its culture. The Commonwealth Bank of Australia (CBA), a 2015 Shingo Silver Medallion recipient, and the Bank of New York Mellon (BNYM) decided they needed to try a different approach, and they have had tremendous success embedding a culture of continuous improvement through the application of five simple habits.Taking lessons from the Shingo teachings, both organizations started with defining the culture they wanted and the ideal behaviors that would be needed to bring this culture to life. However, it was felt that something more was needed to really bring the behaviors to life, so they defined five simple habits that everyone could learn and constantly practice in the workplace. The habits also enabled the practicing of the ideal behaviors as they were not just some theoretical “nice to have,” but they were actively demonstrated by applying the habits. The habits quickly became a way of changing the way people thought about their job at all levels of the organization.It is important to keep the habits as simple as possible. It is very easy to make things complicated and continuous improvement professionals need to avoid complex models that may well be intellectually stimulating but do not help widespread understanding. Keep it simple – if it takes a lot of explanation and people do not immediately connect with what’s proposed, then it needs changing. The four core habits used in this case are:
Figure 1.1 The four habits working together. Source 4+1 by Jones, Butterworth, Harder 2017 As seen from figure 1.1, there is also a direct link between the habits and customer value. The Customer Value Proposition (CVP) is used to document a deep understanding of real customer value, and this in turn is translated onto the VMB. The habits drive a culture of constantly striving to make the customer experience better, whilst at the same time making things as simple as possible for everyone. It quickly became apparent in both organizations that the habits where actively embedding the ideal behaviors and that practicing the habits created the opportunity to practice the behaviors. A lot of research in the field of neuroscience explains how the brain quickly adopts new habits that are regularly practiced and equally defaults to existing behaviors and assumptions unless given new stimuli and challenges. Understanding the underlying neuroscience is a key aspect to the successful implementation of the habits. In other words, HABITS drive the right BEHAVIORS that deliver the right CUSTOMER EXPERIENCE, highly engaged PEOPLE and sustainable business RESULTS. The ideas in this short article are discussed in much more detail in a new book, 4+1 Embedding a Culture of Continuous Improvement in Financial Services. The authors will donate all proceeds to a Children’s Cancer Charity. Click here to view the article from the Shingo Blog.
0 Comments
Leave a Reply. |
helpful LinksThe Lean Enterprise Institute is a nonprofit research, education, and publishing institute with the goal of making things better through lean thinking and practice throughout the world.
Names after Dr. Shigeo Shingo, the Shingo Institute's purpose if (based on timeless principles) to shape cultures that drive operational excellence. Their mission is to conduct cutting edge research, provide relevant education, perform insightful enterprise assessments, and recognize sustainable world-class results.
(Photo and except above taken from shingo.org) The premier organization for the exchange of knowledge in enterprise excellence. They envision a manufacturing renaissance driven by peoplecentric leadership coupled with enterprise excellence, and their mission is to inspire a commitment to enterprise excellence through experiential learning by bringing people together to share, learn and grow. AME's values include volunteerism, being practitioner focused, integrity and trust, passion for excellence and being engaging and welcoming.
(photo and excerpt above taken from ame.org) The UUMEP Center is part of the nationwide Hollings Manufacturing Extension Partnership (MEP) network and the only public-private partnership dedicated to serving small and medium sized manufacturers. Since 1988, the MEP network has worked to strengthen U.S. manufacturing. The national network of MEP centers work directly with manufacturers and contribute to the growth of well-paying jobs, dynamic manufacturing communities, and American innovation and global competitiveness.
|