Shingo principles, I4.0 and I5.0 evidence
| Shingo model principles | Existing evidence | Interviewee ID | Absence evidence | I4.0 Reference | I5.0 Reference |
|---|---|---|---|---|---|
| 1. Respect Every Individual | Individual kaizen prizes | I1, I3, I4, I10 | Activities that promote individuality are not carried out regularly | - | Human-centricity; sustainability |
| Incentivized goals for annual kaizens | I1, I4 | ||||
| QCC activity | All | ||||
| Jishuken activity | All | ||||
| 2. Lead with Humility | Kaizen promotion from GL | I4, I10 | Difficulties in moving from suggestion to implementation | - | Human-centricity |
| Toyota Way - continuous improvement philosophy | All | ||||
| 3. Seek Perfection | TPS training for all workers | I1, I2, I4, I5, I7, I8, I9, I10 | Lack of digital solutions for processes - some important information still recorded on paper | - | Resilience |
| Specific training | I2, I8 | ||||
| Multi skill promotion | I1, I4, I8 | ||||
| QCC, Jishuken and Kaizen activities | All | ||||
| 4. Embrace Scientific Thinking | A3 Project, Jishucken | I1, I2, I4, I6, I7, I10 | Lack of safe-to-fail environment | - | Resilience |
| QCC, PDCA, RAC, follow-up | I1, I2, I4, I5, I8, I10 | ||||
| 5. Focus on Process | Toyota standard work Sheets - SWRS, SWCT, moving line, WSS, EWS, Yamazumi | I1, I5, I8, I9 | No digital technology to keep process visible - only physical boards | Process digitalization - Microsoft Excel (VBA) | Resilience |
| 6. Assure Quality at the Source | Sample-based tightening confirmation; Andon system; Stop-Call-Wait methodology; quality gates | I4, I5, I6 | No automated alerts and lack of real-time data analysis in some cases | Automated quality analysis - Microsoft Excel (VBA) | Resilience |
| Pokayoke; built-in-quality philosophy; TPS training | I1, I4, I9, I10 | ||||
| 7. Flow and Pull Value | Pull System - ERP (SAP) | All | Excessive delays and bottlenecks specially in paint shop | - | Resilience |
| 8. Think Systemically | Morning meetings, Asakai, Seriichi and Yuiichi meetings | I1, I3, I4, I5, I7, I9, I10 | Ineffective communication regarding continuous improvement initiatives | - | Resilience |
| 9. Create Constancy of Purpose | Genchi Genbutso, quality committees | I1, I3, I4, I8 | Not all workers are aware of company’s long-term vision | - | Human-Centricity; sustainability |
| Biannual company’s status presentation to all workers | All | ||||
| 10. Create Value for the Customer | FTR (field technical reports) | I3, I4, I5, I7, I10 | Limited analysis from costumer’s feedback | - | Resilience |
| Satisfaction surveys | I4, I9, I10 |
| Shingo model principles | Existing evidence | Interviewee | Absence evidence | I4.0 Reference | I5.0 Reference |
|---|---|---|---|---|---|
| 1. Respect Every Individual | Individual kaizen prizes | I1, I3, I4, I10 | Activities that promote individuality are not carried out regularly | - | Human-centricity; sustainability |
| Incentivized goals for annual kaizens | I1, I4 | ||||
| All | |||||
| Jishuken activity | All | ||||
| 2. Lead with Humility | Kaizen promotion from | I4, I10 | Difficulties in moving from suggestion to implementation | - | Human-centricity |
| Toyota Way - continuous improvement philosophy | All | ||||
| 3. Seek Perfection | I1, I2, I4, I5, I7, I8, I9, I10 | Lack of digital solutions for processes - some important information still recorded on paper | - | Resilience | |
| Specific training | I2, I8 | ||||
| Multi skill promotion | I1, I4, I8 | ||||
| QCC, Jishuken and Kaizen activities | All | ||||
| 4. Embrace Scientific Thinking | A3 Project, Jishucken | I1, I2, I4, I6, I7, I10 | Lack of safe-to-fail environment | - | Resilience |
| QCC, PDCA, RAC, follow-up | I1, I2, I4, I5, I8, I10 | ||||
| 5. Focus on Process | Toyota standard work Sheets - SWRS, SWCT, moving line, WSS, EWS, Yamazumi | I1, I5, I8, I9 | No digital technology to keep process visible - only physical boards | Process digitalization - Microsoft Excel ( | Resilience |
| 6. Assure Quality at the Source | Sample-based tightening confirmation; Andon system; Stop-Call-Wait methodology; quality gates | I4, I5, I6 | No automated alerts and lack of real-time data analysis in some cases | Automated quality analysis - Microsoft Excel ( | Resilience |
| Pokayoke; built-in-quality philosophy; | I1, I4, I9, I10 | ||||
| 7. Flow and Pull Value | Pull System - | All | Excessive delays and bottlenecks specially in paint shop | - | Resilience |
| 8. Think Systemically | Morning meetings, Asakai, Seriichi and Yuiichi meetings | I1, I3, I4, I5, I7, I9, I10 | Ineffective communication regarding continuous improvement initiatives | - | Resilience |
| 9. Create Constancy of Purpose | Genchi Genbutso, quality committees | I1, I3, I4, I8 | Not all workers are aware of company’s long-term vision | - | Human-Centricity; sustainability |
| Biannual company’s status presentation to all workers | All | ||||
| 10. Create Value for the Customer | I3, I4, I5, I7, I10 | Limited analysis from costumer’s feedback | - | Resilience | |
| Satisfaction surveys | I4, I9, I10 |
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