Introduction
This special issue addresses the Shingo Model, its Principles, application in industry and the challenge for the Shingo Prize. The Model, in its current format, dates from 2008 and the Prize originated in 1988 and is regarded by the Shingo Institute as the world’s highest standard for organisational excellence (Shingo Institute, 2021) having been named in honour of Shigeo Shingo. The approach is designed to capture the “necessary components of creating a culture that is able to sustain improvements and consistently drive results. The focus shifted from an emphasis on tool and programmatic assessment toward a complete assessment of an organization’s culture” (Shingo Institute. 2021 pp. 53). The Shingo Model has received widespread industrial recognition and was dubbed ‘the Nobel Prize of manufacturing’ by Business Week in 2000 (Aston, 2000). However, it has received very little independent academic study and no research specifically focusing on developing the Shingo Model or approach. Edgeman, then at the Shingo Institute, also identified the problem that models such as the Shingo Model “tend to be driven by experience, rather than grounded in theory” (Edgeman, 2018, pp. 1321). Apart from this work, other academic contributions either integrate or compare the Shingo model with other approaches or are case studies of its application. In the former area, there are three contributions from Portugal, with Carvalho et al. (2022) seeking to integrate the Shingo Model with ISO Management System Standards, Sá et al. (2022) integrating the Shingo Model with sustainability and Sá et al. (2023) comparing the suitability of the Shingo Model and European Foundation for Quality Management Model in Portugal. Case study research is more plentiful and reflects the evolution of the Shingo Model from its earlier focus on the operational excellence of tools and systems, to the holistic cultural approach more recently with a focus on enterprise excellence. This evolution also includes a move from a North America company focus to cases globally. In the earlier category are the works of: Tanner and Roncarti (1994) who provide a case on the US medical device firm Critikon which focuses mostly on the kaizen activities; Lowry (1995) on the Canadian Ford Electronics facility with a focus on tools and training; and McCormick (2011) who explores the US precision manufacturing subcontractor AccuRounds and in particular their value stream mapping activity. However, in this transitional period it does also address the application of the four rather key Lean systems defined by Mann (2005) of daily accountability, leader standard work, visual controls and leadership discipline.
In one of the later cases, Hines et al (2020) question why many lean programmes fail to sustain, finding the answer in firms’ frequent focus on quick tool-based wins. This contrasts with nickel refinery Vale in the UK with their explicit focus on culture and behavioural and strategy deployment. An holistic cultural and systems-based approach is shown at Abbott Diagnostics by Kelly and Hines (2019) together with a discussion of how this can be spread to other group sites. Pramjeeth and Mutambara (2022) show how senior managers at South African public sector organisation Eskom unknowingly adopted the Shingo principles. Mitenkov and Tikhonova-Bykodorova (2023) report on the Russian industrial enterprise PJSC ‘Cryogenmash’ with a major focus on value orientation and employee behaviours suggesting organisations adopt a book of values. Lastly, Saavedra (2023) share their findings on Chilean copper miner CODELCO and their adoption of a behavioural-based management system with a major focus on people development and learning. In summary, there is a general lack of research on the Shingo Model. This special issue aims to broaden and deepen our understanding of the Shingo approach, showcasing real-world applications and extensions of the Model. It also explores how the Model can be adapted to the technological context defined by the phenomena of Industry 4.0 and Industry 5.0.
List of Topic Areas
Historical Development and Evolution of the Shingo Model:
- Trace the origins and evolution of the Shingo Model from its inception in 1988 to its current form.
- Address critiques regarding the Model’s reliance on experiential rather than theoretical foundations.
- Provide a deeper historical context and highlight the shifts in focus over time.
Core Principles of the Shingo Model:
- Offer a detailed analysis of the principles that form the foundation of the Shingo Model.
- Investigate how these principles contribute to creating a culture of sustained improvements and consistent results.
- Emphasise their role in driving organisational excellence.
The Shingo Model and Other Organisational Excellence Models:
- Compare the Shingo Model with other well-known models such as the European Foundation for Quality Management (EFQM) Model, Malcolm Baldridge and ISO Management System Standards.
- Evaluate the strengths and weaknesses of each model in fostering organisational excellence.
- Provide a critical comparative analysis.
Shingo Model Integration with Contemporary Theories and Practices:
- Explore the integration of the Shingo Model with current management theories and practices.
- Assess the Model’s relevance and adaptability in the contexts of Industry 4.0 and Industry 5.0.
- Demonstrate how it aligns with contemporary industrial and technological trends.
Case Studies and Practical Applications:
- Present real-world case studies that illustrate the application of the Shingo Model across various industries.
- Highlight successful adaptations and extensions of the Model in response to modern technological advancements.
- Showcase practical examples of its effectiveness and limitations.
Future Directions and Innovations in the Shingo Model:
- Speculate on the future trajectory of the Shingo Model considering evolving industrial landscapes.
- Propose innovative approaches to enhance the Model’s effectiveness and theoretical robustness.
- Offer insights into its potential developments and applications.
Submissions Information
Submissions are made using ScholarOne Manuscripts. Registration and access are available here.
Author guidelines must be strictly followed. Please see here.
Authors should select (from the drop-down menu) the special issue title at the appropriate step in the submission process, i.e. in response to ““Please select the issue you are submitting to”.
Submitted articles must not have been previously published, nor should they be under consideration for publication anywhere else, while under review for this journal.
Key Deadlines
Close: 31st March 2025