Integrating the Shingo model with ISO management system standards and lean six sigma: a conceptual framework
Pedro Alexandre Marques et al.
Abstract
Purpose The aim of this paper is to develop and propose a holistic conceptual framework to relate the Shingo Model with the management systems based on International Organization for Standardization (ISO) standards and with the methodologies and tools from Lean and Six Sigma. Design/methodology/approach After a carefully and complete literature review, gaps are identified to justify the proposed integration model. The central integration model relies on the core diamonds-based Shingo Model, where each element/diamond or dimension is further detailed within the conceptual framework. A set of relationship tables and diagrams support the integration reasoning that is further explained throughout the text. The integration framework also incorporates other proven management best practices, including the sustainability’s triple bottom line – People, Planet, Profit – the Process Classification Framework® provided by the American Productivity and Quality Center, and management by objectives methodologies – objectives and key results and key performance indicators. Findings There a close match between the Shingo Model’s guiding principles and the quality management principles that support all ISO management systema standards, being possible to align the Shingo Intitute’s taxonomy for the “Systems” diamond – Management Systems, Work Systems and Improvement Systems – with the common and specific clauses of requirements included in the ISO standards for management systems. Lean Six Sigma methodologies and tools can be organized according to the management levels – strategic, tactical, operational – and types of activities of the personnel – planning, control, improvement. Moreover, the applicability of each instrument from the Lean Six Sigma toolbox can be recommended for each clause of requirements from the ISO standards. Finally, it is possible to model the “Results” diamond according to the triple bottom line of sustainability and relate it with four ISO management system standards (MSS): ISO 9001:2015 (Profit), ISO 14001:2015 (Planet), ISO 45001:2018 and ISO 26000:2010 (People). Research limitations/implications The paper facilitates the adoption of the Shingo Model by organizations that already have a management system in place, based in one or more ISO MSS. Furthermore, the utilization of the Lean Six Sigma methodologies in the context of the organizational management system become clearer. Sustainble results in the Shingo Model in the context of the proposed model explicitly regards the three perspectives of sustainability. Originality/value This paper relates in great detail three main topics that were never treated together. The elements that compose the proposed integration framework provide a complete and holistic set of guidelines to integrate them in a straightforward and simple way.
Evidence weight
Balanced mode · F 0.40 / M 0.15 / V 0.05 / R 0.40
| F · citation impact | 0.50 × 0.4 = 0.20 |
| M · momentum | 0.50 × 0.15 = 0.07 |
| V · venue signal | 0.50 × 0.05 = 0.03 |
| R · text relevance † | 0.50 × 0.4 = 0.20 |
† Text relevance is estimated at 0.50 on the detail page — for your query’s actual relevance score, open this paper from a search result.