The human face of lean: expanding the Shingo model through leadership behaviours

Purpose This paper aims to explore the leadership behaviours of an exemplary Shingo leader, with a focus on the human aspects of Lean leadership. Through a sensory analysis of voice, body language and emotions, the work seeks to extend the Shingo Model, fostering a more human-centred approach to Lean excellence. Design/methodology/approach The paper uses a qualitative multi-method approach, including interviews with the subject, a 360° feedback process and surveys, to assess his verbal and nonverbal communication behaviours. These findings, validated through participant observation and a follow-up interview, serve to extend the Shingo Model by incorporating human-centred leadership elements. Findings The study highlights the alignment of Lean leadership with various leadership styles – such as transactional, servant, transformational and empowering leadership – emphasising the role of emotional intelligence, communication and nonverbal behaviours in fostering a sustainable Lean culture. Key to this success was the use of micro-behaviours, mindsets and the cascading of leadership practices through business systems like Strategy Deployment, Coaching and Leader Standard Work. These elements align closely with the Shingo Model’s focus on culture and leadership, suggesting an extension of the model to incorporate human-centric aspects of Lean leadership. Originality/value This work offers an original sensory and storytelling approach, integrating insights from psychology, neuroscience and sociology, with methods drawn from education and health care. It provides a specific justification for defining Lean leadership, incorporating a human-centred approach and contributes to the further development of the Shingo Model.