Who is Shigeo Shingo?

Overview

Shigeo Shingo is perhaps a lesser known Quality Guru in the West, although his impact on Japanese industry, and less directly on Western industry, has been very large. To quote Norman Bodek, President of Productivity Inc.:

"If I could give a Nobel prize for exceptional contributions to world economy, prosperity, and productivity, I wouldn't have much difficulty selecting a winner - Shigeo Shingo's life work has contributed to the well-being of everyone in the world. Along with Taiichi Ohno, former vice president of Toyota Motors, Mr Shingo has helped revolutionise the way we manufacture goods. His improvement principles vastly reduce the cost of manufacturing - which means more products to more people; they make the manufacturing process more responsive while opening the way to new and innovative products, substantially reduce defects and improve quality, and give us a strategy for continuous improvement through the creative involvement of all employees."(4)

Shingo's approach emphasizes production rather than primarily management. His motto (actually one of very many) is that 'Those who are not dissatisfied will never make any progress'. He believed that progress is achieved by careful thought, pursuit of goals, planning and implementation of solutions. Shingo died in November 1990 at the age of 81.

Rise to Fame

Shingo was born in Saga City, Japan in 1909, and graduated in Mechanical Engineering from Yamanashi Technical College in 1930, whereupon he was employed by the Taipei Railway Factory in Taiwan. There he introduced scientific management.

Subsequently he became a professional management consultant in 1945 with the Japan Management Association. He later became manager of the Education Department, of the Computing Department, and the Fukioko Office. It was in his role as Head of the Education Department that in 1951 he first heard of, and applied, statistical quality control. By 1954 he had investigated 300 companies. In 1955 he took charge of industrial engineering and factory improvement training at the Toyota Motor Co for both its employees and parts suppliers (100 companies).

During the period 1956-58 at Mitsubishi Heavy Industries in Nagasaki, Shigeo Shingo was responsible for reducing the time for hull assembly of 65,000 tons super-tanker from 4 months to 2 months. This established a new world record in shipbuilding, and the system spread to every shipyard in Japan.

In 1959 he left the Japan Management Association and established the Institute of Management Improvement, with himself as President. In 1962 he started industrial engineering and plant-improvement training at Matsushita Electric Industrial Company. As previously, training was done on a large scale, with some 7,000 persons trained.

It was in the period 1961-1964 that Shigeo Shingo extended the ideas of quality control to develop the Poka-Yoke, mistake-proofing or 'Defects = 0' concept. Subsequently the approach was successfully applied at various plants with records of over two years totally defect-free operation being established.

In 1968 at the Sata Ironworks he originated the Pre-Automation system which later spread throughout Japan. He was awarded a Yellow Ribbon Decoration for his distinguished services in improving production in 1970. Also in that year he originated the SMED System at Toyota (Single Minute Exchange of Die) which is part of the Just in Time system.

Shigeo Shingo's first overseas study tour was in 1971. He visited Europe in 1973 at the invitation of Diecasting Associations in West Germany and Switzerland. He conducted practical training at Daimler Benz and Thurner in West Germany, and H-Weidman Ltd, Bucher-Guyer AG and Gebr Buhler Ltd in Switzerland. He visited Livernos Automation in the USA in 1974, and from 1975 to 1979 he conducted training for the American Company Federal Mogul on SMED and Non-stock Production. His first consultancy for an overseas firm was for Citroen in France in 1981.

Other companies where he advised include many parts of Daihatsu, Yamaha, Mazda, Sharp, Fuji, Nippon, Hitachi, Sony and Olympus in Japan, and Peugeot in France. The use of his methods within the US company Omark Industries led to such increased productivity, defect and stock reductions that the company instigated the annual Shingo award to the facility which, out of the seventeen World-wide, demonstrated the best overall improvement.

Shingo wrote more than 14 major books. Several have been translated into English and other European languages, especially his book on the Toyota Production System.

Shingo's Message

In terms of quality, Shingo's paramount contribution was his development in the 1960s of poka-yoke and source inspection systems. These developed gradually as he realised that statistical quality control methods would not, in themselves, reduce defects to zero.

The basic idea is to stop the process whenever a defect occurs, define the cause and prevent the recurring source of the defect. No statistical sampling is therefore necessary. A key part of this procedure is that source inspection is employed as an active part of production to identify errors before they become defects. Error detection either stops production until the error is corrected, or it carries adjustment to prevent the error from becoming a defect. This occurs at every stage of the process by monitoring potential error sources. Thus defects are detected and corrected at source, rather than at a later stage. Typically, this process is made possible by instrumenting machines with immediate feedback; reliance on the fallible judgment of personnel is minimised. They are essential, however, to establish the potential error sources.

Following a visit to Yamada Electric in 1961, he started to introduce simple, mechanical or physical devices into assembly operations, which prevented parts being assembled incorrectly and immediately signalled when a worker had forgotten one of the parts. These mistake-proofing or 'poka-yoke' devices had the effects of reducing defects to zero.

In 1967 Shingo further refined his work by introducing source inspections and improved poka-yoke systems which actually prevented the worker from making errors so that defects could not occur. Associated advantages were that statistical sampling was no longer necessary, and that workers were freer to concentrate on more valuable activities such as identifying potential error sources.

Having learned about and made considerable use of statistical quality control in his 40s, it was some 20 years later in 1977 that Shingo was 'finally released from the spell of statistical quality control methods' when he saw how the Shizuoko plant of Matsushita's Washing Machine Division had succeeded continuously for one month with zero defects on a drain pipe assembly line involving 23 workers. This was achieved principally through the installation of poka-yoke devices to correct defects and source inspection to prevent defects occurring. Together these techniques constitute Zero Quality Control, which, Shingo argues, can achieve what may have been impossible using statistical quality control methods.

Shingo emphasised the practical achievement of zero defects by good engineering and process investigation, rather than an exhortation/slogan emphasis that has been associated with the quality campaigns of many American and Western companies. Shingo himself, like Deming and Juran, showed concern at such American approaches, arguing that posting defect statistics is misguided, and that instead the defectives should be hunted down.

The SMED system was born out of necessity, in order to achieve Just-In-Time production, one of Toyota's manufacturing corner-stones. This system was developed to cut set-up times, enabling smaller batch sizes to be produced. The set-up procedures were simplified by using common or similar set-up elements whenever possible. This approach was in complete contrast with traditional manufacturing procedures, as Shingo pointed out: "It is generally and erroneously believed that the most effective policies for dealing with set-ups address the problem in terms of skill. Although many companies have set up policies designed to raise the skill level of the workers, few have implemented strategies that lower the skill level required by the set-up itself."(5)

The success of this system was illustrated in 1982 at Toyota, when the die punch set up time in cold-forging process was reduced over a three-month period from one hour and forty minutes to three minutes.

Shingo - A Timeline

Date	Event
1909	Born in Saga City, Japan
1924	Studied at Saga Technical High School.While there he reads Toshiro Ikeda's The Secret of Eliminating Unprofitable Activities.
1930	Graduates in Mechanical Engineering from Yamanashi Technical College.Goes to work for the Taipei Railway Factory.
1931	Works as a technician in the casting shop at the Taipei Railway Factory.Sees the need for improvement whilst there. Realises the need for rational plant management after reading accounts of the streamlining of operations at Japan National Railways plants.Reads and studies many books, including Taylor's The Principles of Scientific Management, the works of Yoichi Ueno and texts published by the Japan Industrial Association.
1937	Is thoroughly instructed in the "motion mind" concept of Ken'ichi Horikome during the two month First Long-Term Industrial Engineering Training Course in September. This is sponsored by the Japan Industrial Association.
1943	On orders from the Ministry of Munitions transfers to the Amano Manufacturing Plant (Yokohama) to work as Manufacturing Section Chief. While there he raises productivity by 100% by applying flow operations to the processing of depth mechanisms for air launched torpedoes.
1945	Is transferred to another maker of similar air-launched torpedo depth mechanisms, again on orders from the Ministry of Munitions, for the purpose of making similar improvements in factory operations.Moves to Takanabe-cho in Miyazaki Prefecture after accepting a post at Yasui Kogyo (Kita Kyushu) starting in April 1946.He is introduced to Chairman of the Japan Management Association Morikawa during a visit to Isamu Fukuda in Tokyo. Here he is asked to participate, on a temporary basis, in an investigation to improve operations at Hitachi, LTD's vehicle manufacturing facility at Kasado. After this he enters the service of the Japan Management Association.
1946	Realises that processes and operations are inseparable when asked how to treat times when goods are delayed while waiting for cranes by a survey team member during process analysis at the Hitachi plant. This new revelation changes the idea that "processes" and "operations," are separate and parallel entities. Reports this finding at a Japan Management Association technical conference.While studying the layout of Hitachi, Ltd. Woodworking plant he devises a method of classifying like operations by counting non-interventions.
1948	Elucidates the "true nature of skill" in A Study of 'Peko' Can Operations at Toyo Steel's Shitamatsu plant.Between 1948 and 1954, takes charge of production technology classes at companies. He also worked in the Computing Department, and the Fukioko Office.He begins to question the nature of plant layout during a production technology course held at Hitachi, LTD's Fujita plant.
1950	After studying and reflecting on the problem of layout, he perfects and implements a method based on a coefficient of ease of transport at Furkawa Electric's Copper Refinery in Nikko.Forms the first stage of SMED during analyses work at a press at Toyo Kogyo. This involves splitting a set-up operation into "internal set-up" (IED) and "external set-up" (OED).
1951	He encounters and applies statistical quality control in his role as Head of the Education Department.
1954	A representative from Toyota Motor Co., Ltd, Morita Masanobu, attends a production technology course at Toyoda Automatic Loom. Striking results are achieved on his return to his company. As a result of this a series of productivity technology courses are started in 1955, over 2,000 people have so far attended this course.At this point he had investigated 300 companies.
1955	He takes charge of industrial engineering and factory improvement training at the Toyota Motor Co for both its employees and parts suppliers (100 companies).Is impressed by the separation of workers and machines while observing multiple machine operations at the first production technology training course at Toyota Motor Corp.
1956	From 1956 to 1958 working at Mitsubishi Shipbuilding's Nagasaki shipyards in charge of a three year study. During this study he Invents a new system for hull assembly of 65,000 ton super-tankers, cutting the time from four months to three and then to two. This established a new world record in shipbuilding and system spreads throughout Japanese shipbuilding contributing to the development of the industry.
1957	While at Mitsubishi Shipbuilding's Hiroshima shipyards he doubles the work rate of an engine bed planer by constructing a spare table. He conducts advance set-up operations on it and changes workpiece and table together.This foreshadows a crucially decisive conceptual element of SMED, that of shifting internal activities to external activities.
1959	Leaves the Japan Management Association to found the Institute of Management Improvement with himself as President.
1960	Originates a new system for reducing defects "successive inspection system" and implements it at Matsushita Electric's Moriguchi plant.
1962	Started large scale industrial engineering and plant-improvement training at Matsushita Electric Industrial Company. Over 7,000 people were trained.
1964	From Matsushita Electric's insistence that no level of defects is tolerable, realises that although selective inspection may be a rational procedure, it is not a rational means of assuring quality.It was in the period 1961-1964 he extended the ideas of quality control to develop the Poke-Yoke, mistake-proofing or 'Zero Defects' concept.
1965	Combines the concepts of successive inspection, independent inspection, and source inspection with the Toyota Motor's "foolproof" production measures. The intention is to eliminate defects entirely.
1966	Employed as a consultant by various Taiwanese firms, including Formosa Plastic Co., Matsushita Electric (Taiwan), and China Grinding Wheel Co. Consulted annually until 1981.
1967	Actually prevented the worker from making errors so that defects could not occur by refining his work through the introduction of source inspections and improved poke-yoke systems.Found that statistical sampling was no longer necessary, and that workers were freer to concentrate on more valuable activities such as identifying potential error sources.
1969	Working at Toyota Motor's main plant he improves set-up change for a 1000 ton press from four hours to one and a half. Is soon afterward asked by management to cut set-up time to three minutes and in a flash of insight thinks to shift IED to OED. With this, a systematic technique for achieving SMED is born.The difference between mechanisation and automation becomes clear while working at Saga Ironworks when he is asked why automatic machines needed to be manned. From this he evolves the concept of "preautomation" which, Shingo later realises, is identical to Toyota Motor's "human automation".
1970	Is awarded the Yellow Ribbon Medal for contributions to streamlining operations in the shipbuilding industry, etc.Originated the SMED System at Toyota (Single Minute Exchange of Die) which is part of the Just in Time system.
1971	Participates in first overseas tour of the European machine industry.
1973	Participates in observation tours of the machine industries in Europe and the United States
1974	Lectures on SMED at the invitation of Diecasting Associations in West Germany and Switzerland.On a visit to Livernos Automation in the USA, he observes vacuum die-casting methods at Daimler Benz in West Germany and Buehler in Switzerland. As a result he grows eager to implement vacuum moulding in die-casting and plastic moulding.
1975	Grows more enthusiastic about "zero-defects" concept on the basis of the achievement in one month of zero defects on a drain pipe assembly line involving 23 workers at the Shizuoka plant of Matsushita Electric's washing Machine Operations Division. Subsequently the approach was successfully applied at various plants with records of over two years totally defect-free operation being established. These developed gradually as he realised that statistical quality control methods would not, in themselves, reduce defects to zero.
1976	Consults and lectures widely to promote SMED in Europe and the United States.
1977	Views Toyota Motor's Kanban system as essentially a system of "nonstock" production. He develops systematic techniques for using the system.
1978	Provides on-site advice on SMED and Non-stock Production during visits to America's Federal-Mogul Corporation.
1979	Gives follow-up guidance on SMED to Federal-Mogul.The collected results of Shingo's experiences and ideas concerning improvement are published.
1981	Visits French automobile manufacturers Peugeot and Citroen, (his first consultancy for an overseas firm) in the spring and autumn, to provide plant guidance.Travels to Australia to observe Toyota (Australia) and Borg-Warner.
1982	He is impressed by the considerable results achieved through the application of SMED and nonstock production observed during follow up consulting visits to Peugeot and Citroen in France.Consults and lectures at the Siemens company in Germany.Lectures on "The Toyota Production System - An Industrial Engineering Study" in Munich and gives further lectures at the University of Chicago and Chalmers University in Sweden.

Other companies where he advised include many parts of Daihatsu, Yamaha, Mazda, Sharp, Fuji, Nippon, Hitachi, Sony and Olympus in Japan, and Peugeot in France. The use of his methods within the US company Omark Industries led to such increased productivity, defect and stock reductions that the company instigated the annual Shingo award to the facility which, out of the seventeen World-wide, demonstrated the best overall improvement.

Shingo wrote more than 14 major books. Several have been translated into English and other European languages, especially his book on the Toyota Production System.

(4) Foreword to The Sayings of Shigeo Shingo, English translation by Andrew P. Dillon, Productivity Press 1987