1st Edition

Cultural Enablers Respect Every Individual and Lead with Humility

Edited By Mike Martyn, Eilish Henry Copyright 2024
    134 Pages 18 B/W Illustrations
    by Productivity Press

    134 Pages 18 B/W Illustrations
    by Productivity Press

    When done well, implementing the principles found in the Cultural Enablers dimension of the Shingo Model leads to an organizational culture that assures a safe environment, places a special emphasis on the development of its people, and engages and empowers everyone in the pursuit of continuous improvement.

    This fifth book of the Shingo Model series is laid out in a format similar to a Shingo workshop. You’ll find chapters devoted to both of the principles, examples from organizations from around the world, an overview of key systems and ideal behaviors, and a few expanded case studies to aid your learning.

    Cultural Enablers is designed to help all organizations on their journey towardexcellence. You will better understand the concepts of respect and humility, and how these two principles can be brought to life through the creation of your own ideal behaviors. Although the systems listed here are not exhaustive, you’ll discover an overview of a few systems that are critical to developing a world-class culture of continuous improvement that is characterized by high levels of engagement and daily problem solving.


    About the Editors


    Chapter 1: Organizational Excellence and the Shingo Institute

    Shigeo Shingo

    Back to Basics

    The Shingo Institute

    The Shingo Model and the Shingo Prize

    The Six Shingo Workshops

    The Shingo Model Series of Books


    Chapter 2: The Cultural Enablers Dimension

    The Importance of Culture
    Research on Engagement
    Balancing People and Process
    Principles for Enabling Your Culture
    Respect Every Individual
    Lead with Humility
    Cultural Enablers Supporting Concepts
    Assure a Save Environment
    Develop People
    Empower and Involve Everyone
    A Learning Organization


    Chapter 3: Respect Every Individual

    Understanding the Principle
    Owed and Earned Respect
    Behavioral Benchmarks
    Examples of Ideal Behaviors
    Principles in Action: Respect at AbbVie
    The Lean Journey at AbbVie, Ballytivnan
    Shaping the Culture Through Ideal Behaviors
    The Importance of Safety


    Chapter 4: Lead with Humility

    Understanding the Principle

    Behavioral Benchmarks

    Examples of Ideal Behaviors

    Principles in Action: Humility at Abbott Nutrition One China

    The Lean Journey at Abbott One China
    Shaping Culture by Leading with Humility
    The Importance of Development
    Leading with Humility Through Mindful Leaders


    Chapter 5: Enabling Culture at TESSEI

    Enter Teruo Yabe

    Changing Perceptions at TESSEI

    Transforming the Role of Management

    Getting Results

    Reflections on Respect and Humility at TESSEI


    Chapter 6: Systems That Support Cultural Enablers

    What People Want From Culture
    The Five Key Systems

    System #1: Environmental, Health, and Safety

    Example: Forest Tosara Baldoyle, Ireland

    Example: Abbott in Ireland and the Croí an Óir Program

    Example: Hologic Costa Rica

    System #2: Training and Development

    Example: Viatris Damastown

    System #3: Continuous Improvement

    Example: University of Washington, Seattle, Washington

    System #4: Coaching

    Example: US Synthetic, Orem, Utah

    System #5: Recognition

    Example: OC Tanner, Salt Lake City, Utah


    Chapter 7: Assessing the Cultural Enablers Dimension

    Identify Your Ideal Behaviors

    Example: Boston Scientific, Cork, Ireland

    Developing an Effective Process

    Example: University of Washingotn, Seattle, Washington

    Understanding Maturity


    Chapter 8: The Impact of Enabling Your Culture

    Case Study: Transforming Culture at Abbott Diagnostics, Longford

    The Journey to Excellence

    Five Systems at Abbott Longford

    System #1: Environmental, Health, and Safety

    System #2: Training and Development

    System #3: Continuous Improvement

    System #4: Coaching

    System #5: Recognition





    Michael Martyn is the Founder and President of SISU Consulting Group, an international consultancy that has supported more than 500 organizations in 22 countries. SISU Consulting Group is a Licensed Affiliate for the Shingo Institute and is responsible for training and developing certified Shingo trainers and examiners. Michael is based in Portland, Oregon, but travels extensively to support clients across the globe, including Europe, Latin America, and Asia. Over the past 20 years, Michael has also contributed to the development of the Shingo Model and the assessment framework, has received the Shingo Publication Award three times, and is a lifetime member of the Shingo Academy.

    One of Michael’s primary roles with SISU is the development of leaders at each level of the organization. In this role, Michael has trained and personally coached thousands of leaders through his live workshops, online development courses, executive coaching, and Coaching Camps. Michael has personally coached more than 200 organizations in implementing the principles of organizational excellence, including Baxter Healthcare, Boeing, Raytheon, Intermountain Healthcare, La-Z-Boy, OC Tanner, Daimler, University of Washington, Aera Energy, Boston Scientific, Christie Clinic, and Abbott.

    His book Own the Gap, which received the Shingo Publication Award in 2013, sets out a clear and successful methodology for helping organizations translate the theory of the Shingo Model into reality and, by focusing on the four key systems, achieve world-class business results. The book has been used by thousands of leaders to understand how to design and implement a principle-based daily management system. In his most recent book, Management for Omotenashi: Learning to Lead for Purpose, Passion, and Performance (2022), Michael delivers a proven model for engaging people and delivering business results.

    Prior to founding SISU, Michael worked in the private equity arena, successfully turning around companies in both manufacturing and service industries. It was during this time as a turnaround specialist that Michael was personally mentored in the principles of the Toyota Production System and refined his approach to driving business results by designing a management system that engages each member of the organization in team-based problem-solving toward customer-centric goals.

    Eilish Henry is the Director for Europe of SISU Consulting Group. She is experienced in business delivery, organizational change in particular cultural change, including both design and implementation. Her focus is on ensuring the sustainability of improvements by securing real “buy-in” and ownership at all levels of the client business. She is a Shingo examiner and is highly experienced in assessing organizations against the enterprise excellence frameworks. She has worked closely with a number of client organizations to support them in developing their own assessment frameworks and to develop their teams of internal assessors. Eilish has completed more than 150 formal Shingo assessments and is a lifetime member of the Shingo Academy.

    She was the first Shingo global coach (which has since been discontinued) and certified facilitator in Europe, and over the past 13 years she has taught more than 100 Shingo workshops and has supported 48 organizations to achieve all levels of Shingo recognition. This includes all but one of Ireland’s Shingo Award recipients. In particular, she has supported 12 out of the 20 most recent Shingo Prize recipients.

    She has worked with a huge range of organizations across the globe and in multiple sectors to help them build their cultures of excellence. In 2004, she was awarded the Order of the British Empire (OBE) for her work in leading large cultural change programs in the UK public sector.