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How to make change management happen in the most effective way

Many things can put your business at risk, including changes to your organisation, people or technology. The current pandemic has put many businesses under unprecedented pressure, and some even teetering on the brink of survival. Crises like this quickly turn change...

Future-ready part 2: Diversity – an essential ingredient for a future-ready organisation

In his seminal 1937 essay, “The nature of the firm,” the economist and eventual Nobel laureate Ronald Coase argued that corporations exist to avoid the transaction costs of the free market. Yet with transaction costs plummeting (spurred by rising connectivity)...

Future-ready part 1: What does a future-ready business look like in the new normal?

The pressure to change had been building for years. Well before the COVID-19 pandemic, senior executives routinely worried that their organisations were too slow, too siloed, too bogged down in complicated matrix structures, too bureaucratic. What many leaders feared,...

Organisation Design: Restructuring or Reshuffling to enable Strategy

Customer expectations are not just changing; they are exceeding the ability of a business to deliver on time. They are looking for alternatives, with more emphasis on experience and convenience. To keep up, companies are evolving their offering to meet the...

How to fill the gap between Strategy and Execution

Organisations are great at setting their strategy and identifying their goals, but they fall short when it comes to their operating model review and redesign, the key component that enables the strategy and drives the achievement of goals. Operating models consist of...

Culture PART 2: The role of leaders in a culture shift

In the previous article in this series we examined the effect of COVID-19 on an organisation’s culture. Now, we turn the focus onto the role of leadership and technology in leveraging culture. When an organisation decides to change its culture – be it planned or...

Culture PART 1: Did COVID-19 signal the end for hierarchical organisations?

According to the Organisation for Economic Co-operation and Development, human capital is defined as: “the knowledge, skills, competencies and other attributes embodied in individuals or groups of individuals acquired during their life and used to produce goods,...

Meet MAC’s Executives: Karina Jardim, Senior Executive

“Exceptionally talented consultant” “An absolute pleasure to work with” “Driven by a desire to see people grow” If you know Karina Jardim, you know that these phrases used to describe Karina ring undoubtedly true. She is a name that is valued to every MACer, whether...

Thriving in the Age of Digital Adoption: Embracing the Workforce Ecosystem (part 2)

In the first part of this series, we looked at how the fears of technological innovation are resulting in an unproductive resistance toward modernisation, even as it gains extraordinary pace in 2021. We also delved into the importance of a growth mindset in allowing...

Thriving in the Age of Digital Adoption: Overcoming the Fear of AI (part 1)

“What if artificial intelligence takes over my job? What if I become redundant?” Every one of us has experienced technology encroaching on our lives, more and more so with each year that passes. It appears that technological innovation is a certainty that is only...



Mac Consulting

BUSINESS EXCELLENCE THROUGH THE SHINGO MODEL

MAC Consulting is proud to announce that we have been accredited as the first African affiliate of The Shingo Institute at the Jon M. Huntsman School of Business, Utah State University.

The Shingo Institute was established in 1988 and developed the Shingo Model based on the original work of Dr Shingeo Shingo and many other individuals that played a role in shaping the origins of Operational Excellence and Lean as we know it today. The partnership enhances our ability to deliver cutting edge business excellence and transformation solutions that achieve positive results for our clients.

THE THREE INSIGHTS

After the critical evaluation of many failed excellence drives, the results showed that the inability to align employee behaviours and internal systems were central to most failures. From these outcomes, the Shingo Institute developed the Shingo Model based on three insights (Plenert & Plenert, 2018):

  1. Ideal Results Require Ideal Behaviours

The results of an organisation depend on the way their people behave. Whether or not an employee shows up to work in the morning will influence the results of that day. To achieve ideal results, leaders must work hard to create a culture where ideal behaviours are expected and evident in every associate.

  1. Purpose and Systems Drive Behaviour

It has long been understood that beliefs have a profound effect on behaviour. What is often overlooked, however, is the equally profound effect that systems have on behaviour. Most of the systems that guide the way people work are designed to create a specific business result without regard for the behaviour that system consequentially drives. Managers have an enormous job to realign both management and work systems to drive the ideal behaviour required to achieve ideal business results.

  1. Principles Inform Ideal Behaviour

Principles are foundational rules that govern the consequences of behaviours. The more deeply one understands principles, the more clearly one understands ideal behaviour. The more clearly one understands ideal behaviour, the better one can design systems to drive that behaviour to achieve ideal results.

Contact MAC Consulting to ensure you evolve your Operational Excellence journey: evolve@macgroup.co.za

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