The Shingo Model™ is not just another initiative; it is
a new way of thinking.



Leaders around the world have invested a substantial amount of time and money on initiatives that achieve positive results. However, it is hard to maintain and sustain momentum. Each new tool becomes another possible solution or "best practice" only to create confusion that often results in what we call the "sugar high" - a temporary boost in results accompanied by a fleeting feeling of victory. People begin to believe that sustainable solutions are not only elusive, but that each new initiative eventually becomes "flavor-of-the-month" and leaves unfulfilled aspirations.

The Shingo Model™ is not an additional program or another initiative to implement; rather, it introduces Shingo Guiding Principles on which to anchor your current initiatives and to fill the gaps in your efforts towards ideal results and enterprise excellence.

Gary Peterson tells about OC Tanner’s Shingo experience.

Did you know you can download the Shingo Model Basics handbook and poster for free? Fill out a simple form to have the information sent to your email.


Three Insights of Enterprise Excellence™


Insight #1

Ideal Results Require Ideal Behaviors

Results are the aim of every organization, but there are various methods by which they are attained. Ideal results are those that are sustainable over the long-term. Simply learning or buying new tools or systems does not achieve ideal results. Great leaders understand the cause-and-effect relationship between results and behavior. To achieve ideal results, leaders must do the hard work of creating an environment where ideal behaviors are evident in every associate.

Insight #2

Systems Drive Behaviors

It has long been understood that our beliefs have a profound effect on our behavior. What is often overlooked, however, is the equally profound effect that systems have on behavior. Most of the systems that guide the way people work in our companies were designed to create a specific business result without regard for the behavior that the system consequentially drives. Many systems are de-facto systems that have evolved in response to a specific need for a particular result. Managers have an enormous job to realign both management and work systems to drive the ideal behavior required to achieve ideal business results.

Insight #3

Principles Inform Ideal Behaviors

Principles are foundational rules and help us to see both the positive and negative consequence of our behaviors. This fact enables us to make more informed decisions, specifically, about how we choose to behave. The more deeply leaders, managers and associates understand the principles of operational excellence and the more perfectly systems are aligned to reinforce ideal behavior, the greater the probability of creating a sustainable culture of excellence where achieving ideal results is the norm rather than the aspiration. This is what the Shingo Model™ illustrates.