The ground-breaking Shingo Model of 2008 introduced principles, systems, tools, and results. At that time, however, the systems element of the model did not receive the in-depth attention that other parts of the model did. As a result, organizations developed their own concept of systems. Some organizations have identified hundreds of systems and tools. In fact, the distinction between a system and a tool was not clearly defined until recently with the introduction of the Shingo SYSTEMS DESIGN workshop and the information discussed in this book.
With the development of the workshop, the Shingo Institute is now teaching the three essential systems—work, improvement, and management—as well as the five required communication tools that are necessary to improve an organization. You’ll find that when these systems are formalized, they work together to help create organizational excellence.
With Systems Design: Building Systems that Drive Ideal Behavior you’ll learn how to formalize the process of creating these three systems. In addition, a new tool, the Shingo system design map, is introduced. This book also details how you can improve the connections you’ve already made between the tools, systems, results, and principles of the Shingo Model.
Preface
Chapter 1 : Organizational Excellence and the Shingo Institute
Chapter 2 : Systems Overview
Chapter 3 : Three Essential Systems
Chapter 4 : Five Required Tools
Chapter 5 : What Do We Mean by System Design?
Chapter 6 : Work Systems
Chapter 7 : Improvement Systems
Chapter 8 : Management Systems
Chapter 9 : Case Studies
Chapter 10 : Results
Chapter 11 : System Thinking
Appendix A : Quotes from The Fifth Discipline by Peter Senge
Appendix B : W. Edwards Deming’s 14 Points for the Transformation of Management First
Glossary
Bibliography
About the Editors
Index
