For 16 years, the Shingo Prize for Excellence in Manufacturing has honored businesses and researchers through North America's premiere manufacturing award program. The Prize highlights the value of using and expanding the body of ideas and lean/world-class manufacturing practices by offering the Shingo Prize in two categories: business and research.
Leadership Culture & Infrastructure
Implementing world-class strategies and practices requires an aligned management infrastructure and organizational culture. This section examines the management systems and organizational culture, the inputs or enablers in a systems model that are necessary to deploy world-class practices and achieve world-class performance. The two elements evaluated are leadership and empowerment.
Manufacturing Strategies & System Integration
This section focuses on the core manufacturing strategy, practices and organizational techniques deployed to achieve world-class results. It should provide information about the value chain practices and techniques the company uses to achieve world-class results.
A. Manufacturing Vision and Strategy
B. Innovations In Market Service & Product
C. Partnering With Suppliers/Customers & Environmental Practices
D. World Class Manufacturing Operations & Processes
Non-Manufacturing Support Functions
This section is designed to evaluate (1) the degree of integration between manufacturing and all non- manufacturing functional units; and (2) the extent to which improvement techniques and strategies have been applied in non-manufacturing functions up and down the value stream (new product development efforts are detailed in Section IIB and need not be repeated here). Non-manufacturing support functions may include accounting, finance, human resources, sales and marketing, materials, purchasing, quality, MIS, etc. Address only those non-manufacturing functions that fall under the scope or control of the applicant site.
Quality, Cost & Delivery
This section is designed to evaluate the outputs of the core business systems or the performance of the world-class/lean practices described in sections II and III of the criteria. Evidence in this section includes multiple measures of quality, cost and delivery. Each measurement presented, should be documented with three or more years of data. When measurements have been in place less than three years, present whatever data is available. Data reported should show, to the extent possible, not only the trend, but also the performance level attained and potential industry benchmark comparisons.
A. Quality & Quality Improvement
B. Cost & Productivity Improvement
C. Delivery & Service Improvement
Business Results
This section is intended to evaluation the outcomes of quality, cost and delivery on customer satisfaction and business results. For each measurement presented, three (3) or more years of results should be documented.
Customer Satisfaction -
Evidence of customer satisfaction may be presented through any valid approach used by the company. Survey data should describe sample size, survey format, frequency and efforts to avoid bias. Measures reported must be clearly defined and could include, but are not limited to:
• Market share
• Reorder rate
• Customer survey results
• Customer awards
• Customer audits
• Field performance data
• Other appropriate measures
Profitability -
Measures of level and trend should be clearly defined and should document the unit's overall relevant business financial attainment.
Expected measurements:
• Operating income on sales ratio
• Operating income on manufacturing assets ratio
Supplemental data could include:
• Reductions in fixed and/or variable costs
• Cash flow
• Product line margins
• Other appropriate measures
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