4+1: Embedding a Culture of Continuous Improvement, 2nd Ed. by Morgan Jones, Chris Butterworth, and Brenton Harder Receives Shingo Publication Award

Summary: After trained examiners and accomplished business professionals performed a thorough assessment of their work, Morgan Jones, Chris Butterworth, and Brenton Harderhave been selected as recipients of an internationally-recognized award from the Shingo Institute,a program in the Jon M. Huntsman School of Business. The authors will receive the award at the Shingo International Conference occurring April 28–May 3, 2019 in Cincinnati, Ohio.

LOGAN, Utah — The Shingo Institute, a program in the Jon M. Huntsman School of Business at Utah State University, has awarded Morgan Jones, Chris Butterworth, and Brenton Harder with the Shingo Publication Award for their book, 4+1: Embedding a Culture of Continuous Improvement, 2nd Ed.Dr. Jones, certified executive coach, Shingo examiner, and author, has helped several organizations deploy Lean Six Sigma, training 1,500 black belts and 5,000 green belts. Mr. Butterworth, currently a partner with S A Partners, coaches executive teams and serves as a Shingo Certified Facilitator and Shingo examiner.Mr. Harder has a wealth of experience from his time on the international stage helping lead companies in London, India, Zurich, and other areas before accepting a position as head of business process improvement with the Bank of New York, Mellon, where he currently serves.

“Receipt of the Shingo Publication Award signifies an author’s significant contribution and practical application to the body of knowledge regarding enterprise excellence,” said Ken Snyder, executive director of the Shingo Institute.

By “challenging” or applying for an award, authors invite a group of accomplished professionals and trained examiners from the Shingo Institute to thoroughly review their publications. Shingo examiners select recipients based on a rigorous set of standards.

4+1 combines the authors’ 70+ years of collective experience in Lean and
business improvement to present five basic habits to the reader that are easy to learn, yet take years to master. These habits, visual management boards, huddles, standard operating procedures, continuous improvement, and gemba walks, are explored in detail individually and collectively, showing how they combine to change the culture of an organization through practicing and constantly reinforcing ideal behaviors. The authors show how a culture of continuous improvement will start to develop almost as soon as the habits are applied and continue to mature as they are mastered. Detailed explanations are given of the habits, how to implement them, and why they work. The much-expanded second edition includes a whole new chapter with “how-to” guidance on implementing the habits through different levels of maturity and a practical self-assessment tool.

Case studies in two of the world’s leading banking organizations, Commonwealth Bank of Australia and Bank of New York, Mellon, demonstrate how the five habits have been used to create a culture of continuous improvement in real-world situations. The authors provide a wealth of practical tips on how to embed habits that drive and constantly reinforce ideal behaviors.

“I can only describe the book 4+1 as a straight to the point, easy to consume guide in how to implement an environment of continuous improvement,” said Uber’s Head of Global Process Excellence Martin Rowlson. “The book is suitable for anyone at all levels regardless of process excellence knowledge and, quite surprisingly, any industry even though it is clearly angled towards the finance sector.”

Klaus Martin Vierhaus, head of process excellence for Bank Julius Baer, said, “This is a must read if you are a business leader and want to change the culture and improve the performance of your operation. At the same time, this book is an excellent read/education for all of you who are new to continuous improvement, Lean management, process excellence, or however your business calls its program.”

Dr. Jones, Mr. Butterworth, and Mr. Harder will receive their award at the awards ceremony during the Shingo Conference in Cincinnati, Ohio, USA on April 28–May 3, 2019.The conference is a week-long event featuring a selection of workshops, plant tours, keynote speakers, and breakout sessions designed to provide ongoing knowledge, insights, and experience for organizations in pursuit of operational excellence.

About the Shingo Institute

The Shingo Institute is home of the Shingo Prize, an award that recognizes organizations that demonstrate an exceptional culture that fosters continuous improvement. A program in the Jon M. Huntsman School of Business at Utah State University, the Shingo Institute is named after Japanese industrial engineer and Toyota adviser, Shigeo Shingo. Dr. Shingo distinguished himself as one of the world’s thought leaders in concepts, management systems, and improvement techniques that have become known as the Toyota Production System.

Drawing from Dr. Shingo’s teachings and years of experience working with organizations worldwide, the Shingo Institute developed the Shingo Model™which is the basis for its several educational offerings, including workshops, study tours, and conferences. Workshopsare available in multiple languages through the Institute’s licensed affiliates. For more information on workshops, affiliates, or to register to attend the next Shingo Conference, please visit www.shingo.org.

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