Follow Us :

Shingo Leadership is not just about the principles it's about the practice.

Ritsuo Shingo is the son of Dr. Shigeo Shingo, a renowned expert in improving manufacturing processes. Dr. Shingo helped to develop many aspects of the revolutionary manufacturing systems which we know of as the Toyota Production System.

Ritsuo Shingo started his career with Toyota Motor Company in 1970 and retired in 2012. He helped in the start up of five Toyota manufacturing plants outside Japan, and spent more than 13 years in various roles at Toyota in Legal, Public relations and purchasing departments. He spent 5 years in the US, starting up Toyota Detroit Office as a purchasing agent and at Toyota Motor Kentucky. He worked also at Toyota Motor UK and then returned to the China Dept. in Japan.
In 1998, had newly established the Toyota first Joint Venture in China, “Sichuan Toyota Motor” and became the first president of the Joint Venture. By 2007, had newly established the Joint Venture between Hino Motors and Guang-Qi Motors and became the first president of the Joint Venture.

Ritsuo holds the record for bringing a Toyota plant to profitability in it’s first year of operation. This has never been done before or since at Toyota.

George Trachilis, P.Eng. lives in Canada and consults throughout the world.

In 2015, while on a study mission to Japan, George met Ritsuo Shingo, the son of Shigeo Shingo. For seven years they have been meeting each other at different events including two leadership summits in Santorini, Greece, hosted by George.
As Shingo-sensei will say, “George always carries his video camera.” Lucky for the world that after seven years of webinars, two Japan Study Missions, plant tours, two Executive Leadership Summits in Santorini, executive workshops in Washington DC, leadership training in Chicago and much more, George and Ritsuo have decided to create an online course, and executive training for those interested in learning the principles of leadership excellence. Join the online course by purchasing the book here and registering below

Book

MY LEADERSHIP BOOK

MY LEADERSHIP: The China Years is about the experiences and leadership philosophy that led Mr. Ritsuo Shingo – son of Dr. Shigeo Shingo, the Shingo Institute’s namesake – to achieve outstanding success in China. Mr. Shingo tells about his father’s influence and shares stories of his over 40 years of working for Toyota. He highlights the story of leading a start-up operation in China that achieved a profit in its first year and describes how he achieved this outstanding result. Many of Mr. Shingo’s stories tie directly to the Shingo Guiding Principles.

SHINGO GUIDING PRINCIPLES SLIDES

Courses

There are two options to doing the online course. You can do it with a coach or without a coach.
Ritsuo Shingo is an expert in leadership with more than 40 years of experience serving in top management positions at Toyota. He was the founder and the first president of Toyota China. Under his leadership, Toyota China became one of the most successful ventures of Toyota worldwide. Following this success, he was appointed as the president of Hino Motors and then served as the president of GAC-Hino until 2009. Shingo was the translator of the first book on Toyota Production System in English written by his father, TPS pioneer, Shigeo Shingo in 1976. He applied his father’s and other TPS pioneers’ teachings to his management practices.

In each case, you can expect to:

  • Go to Gemba, this is where all the principles get practiced.
  • Understand the principles of the Shingo Model.
  • Go & observe deeply to understand the application of Ritsuo Shingo’s way.
  • Understand deeply what true cultural transformation means.
  • Connect Ritsuo Shingo’s stories to each principle of the Shingo Model.
  • Internalize Ritsuo’s experience and apply it to your everyday life.

Online course with a coach

Online course is led by certified instructors who follow your journey
Today, George and Ritsuo dedicate time to coaching high-level executives as well as teaching the next generation of leaders a better way to lead. They call this leadership excellence. These virtual master classes in leadership cover over twenty-seven topics and stretch through 10-weeks of learning with the masters. You will receive a certificate in “Shingo Leadership Excellence.”
After successfully completing three months of learning and application you will receive a Green Belt certification.
After successfully completing six months of learning you will receive a Black Belt certification.
Each certificate will have Ritsuo Shingo’s Signature for completing the instructor-led course.

Online course without a coach

The online course will be available by December 2022. Check back here to determine where the course will be housed and register for your self-led course.

Shingo Guiding Principles

Respect must become something that is deeply felt for and by every person in an organization. Respect for every individual naturally includes respect for customers, suppliers, the community and society in general. Individuals are energized when this type of respect is demonstrated. Most associates will say that to be respected is the most important thing they want from their employment. When people feel respected, they give far more than their hands—they give their minds and hearts as well. To better understand the principle of respect for every individual simply ask the question “why?” The answer is because we are all human beings with worth and potential. Because this is true, every individual deserves my respect.
Examples of Ideal Behaviors
– Create a development plan for employees including appropriate goals. – Involve employees in improving the work done in their areas. – Continually provide coaching for problem solving.
WATCH VIDEO
One common trait among leading practitioners of enterprise excellence is a sense of humility. Humility is an enabling principle that precedes learning and improvement. A leader’s willingness to seek input, listen carefully and continuously learn creates an environment where associates feel respected and energized and give freely of their creative abilities. Improvement is only possible when people are willing to acknowledge their vulnerability and abandon bias and prejudice in their pursuit of a better way.
Examples of Ideal Behavior
– There is consistent, predictable leadership engagement where the work happens. – Employees can report issues with confidence in a positive response.
Perfection is an aspiration not likely to be achieved but the pursuit of which creates a mindset and culture of continuous improvement. The realization of what is possible is only limited by the paradigms through which we see and understand the world.
Examples of Ideal Behaviors
– Create long-term solutions rather than leave temporary fixes in place. – Constantly work toward simplifying work.
Innovation and improvement are the consequence of repeated cycles of experimentation, direct observation and learning. A relentless and systematic exploration of new ideas, including failures, enables us to constantly refine our understanding of reality.
Examples of Ideal Behavior
– Follow a structured approach to solving problems.
– Encourage employees to explore new ideas without fear of failure.
All outcomes are the consequence of a process. It is nearly impossible for even good people to consistently produce ideal results with a poor process both inside and outside the organization. There is natural tendency to blame the people involved when something goes wrong or is less than ideal, when in reality the vast majority of the time the issue is rooted in an imperfect process, not the people.
Examples of Ideal Behaviors
– When an error occurs, focus on improving the process that created the error.
– Ensure that all parts, materials, information and resources are correct and meet specifications before using them in a process.
Perfect quality can only be achieved when every element of work is done right the first time. If an error should occur, it must be detected and corrected at the point and time of its creation.
Examples of Ideal Behaviors
– Organize places of work so potential problems become immediately visible.
– Stop work to fix errors before continuing.
Value for customers is maximized when it is created in response to real demand and a continuous and uninterrupted flow. Although one-piece flow is the ideal, often demand is distorted between and within organizations. Waste is anything that disrupts the continuous flow of value.
Examples of Ideal Behavior
– Avoid creating or having more product or services than are necessary to serve customer demand. – Ensure the resources that are needed are available when required.
Through understanding the relationships and interconnectedness within a system we are able to make better decisions and improvements.
Examples of Ideal Behaviors
– Eliminate any barrier that prevents the flow of ideas, information, decisions, product, etc. – Ensure the goals and issues for each day are understood by those who are affected.
An unwavering clarity of why the organization exists, where it is going, and how it will get there enables people to align their actions, as well as to innovate, adapt and take risks with greater confidence.
Examples of Ideal Behaviors
– Clearly communicate the direction and purpose of the organization to all.
– Set goals that are connected to the organization’s overall goals.
Ultimately, value must be defined through the lens of what a customer wants and is willing to pay for. Organizations that fail to deliver both effectively and efficiently on this most fundamental outcome cannot be sustained over the long-term.
Examples of Ideal Behaviors
– Work to understand customers’ needs and expectations.

Book Your Meeting with Me