Corporate Core Values, Worldview, and Operational Controls

Prógono is the Manufacturing Director for four South American sites of a multinational company. After years of steady improvement, safety performance starts to deteriorate, leaving him struggling to understand what is happening. Though his team rigorously followed all the global strategies, these improvements did not stand the test of time. While deploying the Shingo Lean Model—which argues that only values-driven organizations achieve sustainable results and states that safety must come first, without providing any guidance on how to achieve this—Prógono decides to assume that the Safety Values exists and asks himself three questions: What does it assert? What does it require? What does it guarantee? Having found the answers, he realizes that his company's legacy safety system lacks true alignment with its “zero injury” aspirations. Inspired by this breakthrough, he extends the approach to other values like Quality, Lean, Freedom, and Morale. Prógono also discovers a gap between the company's stated Mission, Vision, and Values and its daily management practices, which focus narrowly on dashboards of KPIs and gap-closing action plans—a mindset he calls the Quantities Worldview. He suggests transitioning to Consciousness Worldview by actively managing violations of Corporate Core Values in conjunction with KPIs. Finally, he proposes mapping violations of its Corporate Core Values as part of its budget process in order to align day-to-day activities with its Vision and Mission.