Over the next several weeks, we’ll be taking a tour through the Shingo Model and how it might prove to be a valuable resource for your business. I love the Shingo Model because every time I read it, I’m inspired to adjust things that need adjusting, encourage the things that are working well, and focus on what actually matters in business. You can find the full, public domain document here. Please use the below as a guide, introduction to, and reason to read the full document! This is not a replacement for this resource.
Dimension 1: Cultural Enablers
The foundational aspect of anything people do together is the culture they create and maintain. This section focuses on the reality that the culture set and maintained by a group of people is what will ultimately allow for success in the remaining three dimensions.
Culture is one of the biggest challenges faced by many businesses. Why? Because culture tends to feel amorphous and difficult to control. The reality is that culture is not something we control but something we cultivate, and everyone has a role to play in the cultivation of a healthy work culture. The tone may be set by the leadership, but it’s up to everyone to participate.
The principles that support cultural enablers within a business are:
- Lead with Humility
- Respect Every Individual
Imagine an experience you’ve had where you felt taken advantage of, ignored, or unappreciated. Chances are your experience would have been markedly different had you had the benefit of these two principles employed by the leadership and members of the group.
How might you begin to introduce these concepts into your business culture? You may take a step back and look at how your leadership approaches the business. Are they on the production floor, asking questions and understanding how the work that adds value is actually executed? Do they take an interest in the day-to-day functionality of the business? If they do, do they ask questions or do they micromanage? Asking questions is a hallmark of humility. It demonstrates a willingness to acknowledge that you don’t know something and are willing to be educated by someone who does.
How do you know someone is respectful towards you? Likely they acknowledge your expertise, engage in reasonable conversation with you, and don’t put you in impossible positions. To identify if your organization actually respects every individual, you might assess the latent expectations it places on employees to get things done – do you expect people to fire fight all the time? Do you set up sustainable business practices in order to address issues as they arise so they don’t happen again? Do you encroach on the management practices of others when you feel they don’t meet your standards, or do you work with them to find a mutually beneficial solution?
Activity: Read Dimension 1 of the Shingo Model. For each principle and supporting concept, assess how your business operates in relation to these items. Where do you see opportunities for improvement?