Shingo, Shigeo

Shigeo was born on January 8, 1909 in the Japanese provincial town of Saga. In 1924, while studying at the Saga High School, he became acquainted with the work of Toshiro Ikeda “The Secret to Excluding Non-Profitable Efforts”, which played a key role in Shigeo's philosophy ^[1] . After graduating from the technical college of Yamanashi University in 1930, he joined the Taipei railway, where he was a technician in the casting workshop. Shingo got acquainted with the program to simplify operations on the railway. Imbued with Taylor 's ideas about the need to rationalize enterprise management by reading the book “Principles of Scientific Management”. In 1937 he attended courses for industrial engineers from the Japanese Industrial Association. He was interested in the works of Yoichi Ueno, Kenichi Horikome ^[1] . During the war years, he worked as the head of the torpedo production department at the Amona Plant from 1943-1945, after World War II he was transferred to the Ishii Precision Mfg factory for the manufacture of torpedo depth gears, and after that he was assigned to the Yasui Kogyo factory ^[1] .

In 1946 he moved to Takanaba , then got a job as a consultant in the Japanese Management Association and participated in a study at the Hitachi automobile manufacturing plant in Kasado. In 1948, he published the study Researching the Production of Cans at Reso, examining the “nature of skill” at Toyo Steel's factory in Sitamatsu. In the period 1948-1954 he led production courses and in the period 1955-1982 he held 87 sessions on industrial technology at Toyota , in which about 2,000 students took part. In the period 1956-1958. He led the production research project at the Mitsubishi shipyard in Nagasaki , where he invented a system for reducing the assembly time for tankers from four months to three, and then to two months. This system has spread among Japanese shipbuilders.

In 1959, he left the Japan Management Association and founded the Institute of Management Improvement, heading it as president ^[2] .

In 1960, he introduced a sequential control system in order to reduce the level of defects and introduced this system at Matsushita Electric Factory , concluded that selective control is insufficient to ensure quality ^[1] .

He took an active part in advising firms in Taiwan in 1966. In 1969, he improved the readjustment process of a 1000-ton press at Toyota and reduced the readjustment time. Between 1976 and 1990 actively advised and lectured to representatives of senior management and workers in factories in Europe and the USA ^[1] .

In 1988, Shigeo was awarded the title of Honorary Doctor of Management at the University of Utah . Shigeo died of cancer at the age of 81. He still has a wife and three sons. ^[3]

• 1970 - awarded the Medal of Honor with a yellow ribbon for his contribution to the optimization of shipbuilding and other achievements ^[2] .

Shingo, since 1947, taught , and at a technical conference of the Japanese Management Association said that processes and operations form a system network of processes and operations, he proposed using a method for classifying similar operations by counting the number of non-interference ^[1] . In 1950, he improved and introduced a method for determining the layout of equipment based on the coefficient of ease of transportation ^[1] . Shingo developed the Quick Changeover (SMED) system, where the changeover process consists of “internal” and “external” operations. In addition, together with Norman Bodeck, he described Lean Manufacturing 's approach to the Toyota production system ^[4] . Shingo formalized and adapted the concept of protection from the fool ^[5] .

He was named after the Shingo model ^{[6] [7]} - an approach for creating operational (production) excellence, which consists of two elements ^[8] : “at home” (principles) and “rhombus” (methods). The “Home” consists of Guidelines with supporting Concepts:

• The foundation of the whole “home” lies in cultural factors (modest leadership; respect for each employee), and for this it is necessary:

1. ensure safe working conditions
2. develop employee competencies
3. empower each employee

• The first floor of the “house” consists of an ongoing process of improvement (focus on the process; using scientific thinking; creating a flow and drawing process; ensuring quality at the source; constant striving for perfection), and for this it is necessary:

1. achieve process stability
2. trust facts and data
3. standardize processes
4. conduct direct observations
5. create value stream focus
6. simplify and visualize available information
7. identify and eliminate losses
8. integrate the improvement process into daily work

• The second floor is the leveling process (creating the constancy of purpose; the need to think systematically), and for this:

1. look realistically at supposed processes
2. focus on the long run
3. align system and strategy
4. standardize daily processes

• The roof of the “house” is the results (creating value for consumers), and for this:

1. measure only what matters
2. align production rhythm with productivity
3. identify causal relationships.

Rhombus consists of Individual and Organizational Activities that align the company's Production System, which selects its set of Tools to achieve Results, which in turn confirm the original Guidelines. At the core of this transformational process is Culture (behavior).

Since 1988, Utah State University has instituted the annual Award, which is awarded to North American businessmen, students, and faculty ^[9] and has become the Nobel Prize in Manufacturing ^[10] .

The Shingo Institute Licensed Affiliates, named after Shigeo Shingo ^{[9] [11], was} formed on the basis University of Utah .

• Singo S. Fast changeover: revolutionary production optimization technology. - M .: Alpina Business Books, 2006 .-- 344 p. ISBN 5-9614-0252-5 (A Revolution in Manufacturing: The Smed System, 1985)
• Shingo S. Fast changeover for workers. - M.: Institute for Integrated Strategic Studies, 2009. - 112s. ISBN 978-5-903148-28-8 (English Quick Changeover for Operators: The SMED System, 1996)
• Shingo S. Study of Toyota's production system in terms of production organization. - M .: Alpina Business Books, 2010 .-- 296s. ISBN 978-5-903148-35-6 (A Study of the Toyota Production System, 1981)
• Shigeo Shingo: Modern Approaches to Manufacturing Improvement: The Shingo System, Productivity Press, 1990, ISBN 0-915299-64-X
• Shigeo Shingo: The Sayings of Shigeo Shingo: Key Strategies for Plant Improvement, Productivity Press, 1987, ISBN 0-915299-15-1
• Shigeo Shingo: Zero Quality Control: Source Inspection and the Poka-Yoke System, Productivity Press, 1986, ISBN 0-915299-07-0
• Shigeo Shingo: Non-Stock Production: The Shingo System for Continuous Improvement, Productivity Press, 1988, ISBN 0-915299-30-5
• Shigeo Shingo: Mistake-Proofing for Operators: The ZQC System, Productivity Press, 1997, ISBN 1-56327-127-3
• Shigeo Shingo: The Shingo Production Management System: Improving Process Functions (Manufacturing & Production), Productivity Press, 1992, ISBN 0-915299-52-6
• Shigeo Shingo: Kaizen and The Art of Creative Thinking, Enna Product Corporation and PCS Inc, 2007, ISBN 1-897363-59-1