Description
Book SynopsisThe 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 systemswork, improvement, and managementas 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'
Table of Contents
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
