Systems Design : Building Systems that Drive Ideal Behavior.

Format:

Book

Contributor:

Allen, Brent R., editor.

Bosworth, April A., editor.

Series:

The Shingo Model Series

Language:

English

Subjects (All):

System design.

Systems engineering.

Physical Description:

1 online resource (142 p.) ill

Edition:

First edition.

Place of Publication:

[Place of publication not identified] : Productivity Press, 2022.

Summary:

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.

Contents:

Chapter 1: Organizational Excellence and the Shingo InstituteBack to BasicsThe Shingo InstituteThe Shingo Model and the Shingo PrizeThe Six Shingo WorkshopsThe Shingo Model Series of BooksChapter 2: Systems Overview Introduction to SystemsCurrent State of System ThinkingDefinition of a SystemInformal Versus Formal SystemsSystems Drive BehaviorThree Essential SystemsThe Systems Contribution Chapter 3: Three Essential Systems Systems DesignThree Types of SystemsWork Systems Improvement SystemsManagement Systems Chapter 4: Five Required Tools Tool #1: Standard Work Tool #2: ReportsTool #3: FeedbackTool #4: SchedulesTool #5: Improvement LogOther Essential ComponentsThe Why of Systems Chapter 5: What Do We Mean by System Design? Chapter 6: Work Systems Work System MapSystemsToolsResults : Key Performance IndicatorsCulture: Key Behavioral IndicatorsSummary Chapter 7: Improvement Systems Improvement Sub-system Maps Systems Key Performance Indicators: What to Measure Key Behavioral Indicators: What to Practice Aim, Key Behaviors, and Key Performance Indicators Organization-Wide Improvement Chapter 8: Management SystemsManagement System MapMultiple System Responsibilities on One Map Key Performance Indicators (KPI)Key Behavioral Indicators (KBI)Conclusion Chapter 9: Case StudiesO. C. Tanner Case StudyLifetime Products Case StudyLessons Learned at O.C. Tanner and Lifetime ProductsChapter 10: Results Key Performance Indicators Key Behavioral Indicators Measures and PeopleIdeal Results Chapter 11: System Thinking Peter Senge Russell Ackoff W. Edwards Deming Resistance to Change Putting It All Together Systems Drive Behaviors Creating a System Maps Project Final Thoughts 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 BibliographyAbout the EditorsIndex

Notes:

OCLC-licensed vendor bibliographic record.

ISBN:

9781000562811

1000562816

OCLC:

1301430642