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Purpose The purpose of this study is to explore how the application of the Shingo model influenced innovation performance and organizational culture. This research aims to understand how lean principles, traditionally used in manufacturing, can be adapted to support creativity, efficiency and employee engagement in innovation environments. Design/methodology/approach This case study examines several companies’ implementation of the Shingo model within their innovation centers. Data was collected at one large multinational company through internal documentation, observational methods and external assessments by industry experts and academic institutions. Findings Product development cycle time was reduced by 75%, with 100% on-time delivery. Overall process efficiency tripled and 100% of new products met their business targets. Employees demonstrated increased engagement and initiative, supported by a culture emphasizing respect, humility and scientific thinking. Research limitations/implications This study is limited by its focus on a single organization. Confidentiality constraints restricted access to raw data, limiting the depth of analysis. Variability in the application of lean methodologies across different teams introduced inconsistencies in implementation outcomes. Practical implications The findings demonstrate that structured lean methodologies, like the Shingo model, that are integrated with cultural principles such as respect and humility, can significantly improve innovation outcomes. Social implications This study demonstrates how principle-driven transformations can positively influence workplace culture and employee well-being. Emphasizing respect for every individual, humble leadership and psychological safety fosters a more inclusive and collaborative environment. Originality/value This study contributes original insight into the application of the Shingo model within a research and development environment, an area where structured lean methodologies are often viewed as incompatible with creative processes.