The Shingo Institute is a program in the John M. Huntsman School of Business at Utah State University. It is named after Dr. Shigeo Shingo, a Japanese industrial engineer, and Toyota advisor. Dr. Shingo is recognized as one of the world’s thought leaders in terms of improvement techniques, management systems, and business culture concepts. His work contributed to the Toyota Production System. The Shingo Institute is known for it’s Shingo Prize, an award that recognizes organizations that demonstrate an exceptional culture that fosters continuous improvement. Business Week once called it the “Noble Prize of Improvement.”

Drawing from Dr. Shingo’s teachings and years of experience working with organizations worldwide, the Shingo Institute developed the Shingo Model™, which introduces the Shingo Guiding Principles that outline the path to enterprise excellence.

By the end of next year, Millennials (those born between about 1980 and 2000) are expected to comprise half of the American workforce. By 2025, 75 percent of the global workforce will belong to this group. Many large companies, including Ernst & Young and Accenture, have already reported that Millennials make up over two-thirds of their entire employee base.

In some ways, millennials aren't much different than previous generations. They want the opportunity to learn and grow while making a living that will support their families.

But there are some differences in how this generation that grew up amid modern technology and global connectedness approaches work. For example, nine out of every 10 Millennials expect to change jobs every three years. This means most Millennials will have 15 to 20 jobs in their lifetimes. A far different reality than the baby boomer ideal of being a "company man" for life.

With the changing expectations of the younger workforce, employers need to adapt to find workable solutions that help everyone meet their goals. That's leading to a change in the traditional approach to employee engagement.

Company picnics and Employee of the Month programs are giving way to more meaningful engagement strategies. Here are a few that will continue to gain traction in 2020.

The generation now entering the workforce will never use a payphone, never write a check, never get off the couch to turn the channel, and never look up movie times in the newspaper. Things that all seemed normal and permanent to those of us over 40 are simply not things anymore. The digital age is upon us, and we can make calls from anywhere, send money with a click, click through hundreds of channels, and buy movie tickets with an app. Change isn’t always easy, but for those who embrace them, new ways of doing things make us more efficient, better connected, and more flexible.

This is true for organizations as well. Modern technology continues to advance and offer organizations more efficient, scalable, and effective ways of doing things. Core business functions still exist. The sales, HR, R&D, production, accounting, and logistics functions continue to be essential, but now they are assisted with software and other technology that aids performance. Likewise, a new digital continuous improvement approach has emerged and been embraced by successful organizations in every sector.

It’s almost time for Halloween when all the ghosts and monsters come out of hiding to give folks a scare. Fortunately, it’s all in fun. But there is something that should be truly frightening to business leaders, and that’s research about employee engagement and motivation.

Gallup has measured the state of the workplace for more than twenty years. Their research digs deep into the motivating and demotivating factors for employees and sheds light on what leaders can do to create the conditions for attraction, retention, and engagement.

There’s definitely some good news in the data, but let’s start with the scary stuff.

One of the biggest challenges we hear from organizations that are new to the world of structured business process improvement is that it is hard to articulate for employees what constitutes an opportunity for improvement. Usually, there are some low-hanging-fruit ideas that people jump on right away, but once those are cleared away, it can be difficult to spot flaws in processes, especially ones that you operate every day.

An excellent remedy for this problem is giving employees categories of improvement possibilities to consider. By providing a few examples, and some questions to ask, leaders can spark ideas and get people thinking innovatively.

Before I spent a lot of time learning, thinking, and writing about how businesses operate and what separates those that successfully achieve their mission and those that don’t, I took a lot of things for granted. I never worried that my plane would crash, I wasn’t afraid that the power plant near my house would explode, nor was I concerned that the aircraft carrier my neighbor’s son calls home would come to harm. Sure, all of those adverse events do occur, but they are so rare that most of us just don’t spend a lot of time thinking about them.

After many years speaking with leaders and managers looking to implement continuous process improvement tools in their organizations, we’ve learned a few things. The first is that every organization is different and what scores a home run for one, may not even get a hit in another. The second is that despite these differences, many of the process improvement tools that have been developed over the last 50 years can be adapted to be useful for organizations of all types and sizes.

This post provides a brief introduction to some of the process improvement tools that our customers have used to reduce costs, improve safety, assure quality, and increase customer satisfaction. For each tool, we've included a link to more detailed information. Many are borrowed from the Lean and Six Sigma methodologies, but you don’t have to be using one of them to find value in these techniques.

A balanced scorecard is an easy way to see the progress toward department and organizational goals and KPIs. Without KaiNexus, you’ll need a balanced scorecard for each level of the organization, departments, and teams. Put a balanced scorecard in KaiNexus, however, and you’ll be able to view any part of the organization’s goals, projects, and progress to KPIs in an instant.

We have been very fortunate to have an impressive lineup of guest presenters for our webinar series on continuous improvement. Roger Chen from Indiana University Health did not disappoint when he joined us to discuss how to navigate the transformation continuum. Roger has over 30 years of experience in various improvement and leadership roles. He spent time at General Electric where he reached the level of a Six Sigma master black belt. As GE embraced Lean, Roger became a senior Lean value stream manager. Subsequently, he has lead transformation and improvement roles at Martin Memorial Health System, Lee Health, and now Indiana University Health (IU Health).

How to Navigate the Transformation Continuum

Presented by Roger Chen

In this webinar, Roger Chen, Executive Director of Lean Transformation at IU Health, shares "lessons from the field" based on his experiences in healthcare (and previously in industry).

You will learn how to identify the phases of the Transformation Continuum and adaptation of rapid improvement and project management methods to standardize efficiency and spread effectiveness -- applicable for any setting!

The dictionary defines “principle” as “a fundamental truth or proposition that serves as the foundation for a system of belief or behavior or a chain of reasoning. Principles help us see the positive and negative results of our actions. They enable us to make smarter decisions about what we choose to do.

In business, when leaders, managers, and team members understand the principles of operational excellence, they are better able to align systems and reward ideal behavior. This creates a sustainable culture of improvement in which achieving the desired results is standard, rather than exceptional.