Description
Book SynopsisA facility-wide improvement initiative is expensive in terms of both time and money. Perhaps the most disappointing thing about them is that they often end up as temporary measures that may produce early results but are unsustainable in the long run. The unseen cost is that after they see such initiatives come and go, employees begin to see them as futile, temporary annoyances rather than the permanent improvements they are meant to be.
The Shingo Model begins with culture informed by operational excellence principles that lead to an understanding of what aligns systems and tools and can set any organization on a path toward enterprise excellence with sustainable continuous improvement.
The Shingo Model is not an additional program or another initiative to implement. Instead, it introduces Shingo Guiding Principles on which to anchor current initiatives. Ultimately, the Shingo Model informs a new way of thinking that creates the
Table of Contents
Chapter 1: Introduction
Chapter 2: Why Are We Here?
Chapter 3: Defining Behavior
Chapter 4: Characteristics of Culture
Chapter 5: Three Insights of Enterprise Excellence
Chapter 6: The Shingo Model
Chapter 7: The Shingo Guiding Principles
Chapter 8: Thought Leadership
Chapter 9: New United Motor Manufacturing, Inc.: A Case Study that Informs the Shingo Model
Chapter 10: Go and Observe
Chapter 11: The Shingo Assessment Process
Chapter 12: Bringing It All Together
