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

Lean leaders around the world invest substantial time and money on change initiatives that achieve positive results. Most often, they find it is hard to sustain momentum. Each new Lean tool becomes another possible solution or "best practice" only to create a temporary boost in results and a small taste of victory. It doesn’t take many such cycles for associates to feel jaded, frustrated and even burnt out.

The Shingo Model™ is not an additional Lean program or change initiative to implement. Rather, it introduces the 10 Shingo Guiding Principles on which to anchor your current initiatives. It fills the gaps in your efforts towards ideal results and enterprise excellence.

The Shingo Model booklet is free to download and will teach you the basic concepts.

How do people learn the Shingo Model™ and its guiding principles well enough to use them? How do they learn what employee behaviors to watch for and which to work toward?

Discover Excellence is a book that augments the Discover Excellence workshop. In order for an organization’s culture to focus on increasing value to customers over the long term, certain types of behavior must be present. Discover Excellence lays the foundation for understanding how to evolve a culture toward excellence.

Gary Peterson tells about O.C. Tanner’s Shingo experience.

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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

Purpose and Systems Drive Behavior

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.