In the bustling world of manufacturing and supply chain management, Gorbel® has always strived to remain solid in its roots as a people-first company dedicated to quality. Remaining this way through decades of technological and social changes is challenging, yet possible with an improvement mindset.
Learning & Continuous Improvement stands as one of our Strategic Objectives on our Strategy Map at Gorbel® that drives improvements for our people, processes, and products. Recently, we have worked to apply this Strategic Objective in a more meaningful way.
“The Executive Leadership Team wanted to pursue something unique that would help us structure Learning & Continuous Improvement in a more systems driven approach that also tied in with our Foundational Values,” said President and COO David Pritchard.
With the help of Franklin Allen, our Director of Quality Control and Continuous Improvement, a plan was created – the Gorbel® Enterprise Excellence Initiative or GEX. GEX combines principles from multiple manufacturing and excellence methodologies, but the Shingo Model serves as the main framework. Named for Dr. Shigeo Shingo, this model captures a lifetime of ideas and experience.
The Shingo Model and the Visionary Who Created It
Shigeo Shingo got started with manufacturing process improvement under unusual circumstances – the Japanese government conscripted him to be an engineering consultant during World War II.
After the war, Shingo began sharing his theories about how to improve production in public seminars. One fledging company at the time, Toyota, took particular interest. A lifelong partnership was forged and by the turn of the century, the Toyota Production System (TPS) had made history.
His many teachings and insights are embodied by the Shingo Model, which is both a method to achieve excellence and an evaluation system. Companies who successfully implement the Shingo Model can have their operation validated by the Shingo Institute at Utah State University and receive the Shingo Prize.
While there is no exact completion timeline, Gorbel® hopes to apply for the Shingo Prize in three years as part of the GEX initiative.
The Shingo Prize
Winning the Shingo Prize is considered a spectacular and rare achievement, but those involved with implementing GEX do not see that as the goal. David explains it well:
“The pursuit of the Shingo Prize is not the main reason for embarking on this journey, but of course we do like to win! At Gorbel, we have a mantra of ‘never being complacent,’ which means that we should not rest and be satisfied with where we are now. When complacency sets in, we lose our competitive advantage and don’t create opportunities for employees within. Shingo will in fact challenge us to continue to be better, involve all employees in the journey, feed our curiosity about Learning and Continuous Improvement, and add another element to our strength and longevity in Gorbel, the community and marketplace.”
How is GEX Different from Shingo?
Most manufacturing methodologies aim to reduce waste and create value. More widely, these methodologies can be understood as different approaches to Operational Excellence. While there are many facets to Operational Excellence, Franklin frames it around the customer’s perspective:
“Operational Excellence is necessary for every organization because it helps to drive out wasted activity. If you look at it from a customer’s viewpoint, they will ask why they should pay for a company’s inefficiencies in any product. Operational Excellence helps to reduce or eliminate the waste that any process, manufacturing and office, has embedded in it.”
GEX will help Gorbel® achieve Operational Excellence by evaluating and improving different manufacturing, operational, and process methodologies. The Shingo Model stands as our primary inspiration because of its emphasis on behaviors and not just processes. It posits that all results are built on just two behaviors – Respecting Every Individual and Leading with Humility. The idea that a positive workplace naturally leads to success and efficiency is at the core of the Gorbel® Foundational Values.
Implementing GEX
Gorbel® is still in the early stages of GEX. Our Executive Leadership Team is in the process of completing six workshops on business and manufacturing philosophies. The Marketing Department has also been publishing specialty articles and graphics to help make GEX a “household name” around the company.
In time, every employee will be involved, especially since GEX will require us to take a closer look at every process – from supply chains to interdepartmental communication. “Each employee will be instrumental in bringing forth ideas and suggestions on how to do the work more efficiently with less errors. We know that employees are experts in the work that they do, so it will be important to understand that everyone can and will contribute,” said Franklin.