ABSTRACT
This chapter discusses both the culture of the reader's organization, and the ideal culture that the organization would like to see. In order to create the desired cultural transformation, take a close look at who creates the culture and what role each of the enterprise's employees has in creating that culture. The Shigeo Shingo Institute arbitrarily breaks the enterprise's employees up into three groups: leaders, managers, and associates. The culture needs to be defined using terms: aggressive versus cooperative employees, value stream based versus siloed, continuous improvement versus indifferent, people development oriented versus employees as a cost, humble management versus authoritarian management and problem solving versus problem ignoring. It includes customer oriented versus no idea how or what one does affects the customer, strong internal communication within the organization versus no idea how or what the company is doing and happy versus grumpy.
