Systems Design: Building Systems that Drive Ideal Behavior

Description

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. Cover Half Title Series Page Title Page Copyright Page Dedication Table of Contents Editors Acknowledgments Introduction Chapter 1 Organizational Excellence and the Shingo Institute Back to Basics The Shingo Institute The Shingo Model and the Shingo Prize The Six Shingo Workshops DISCOVER EXCELLENCE SYSTEMS DESIGN CULTURAL ENABLERS CONTINUOUS IMPROVEMENT ENTERPRISE ALIGNMENT BUILD EXCELLENCE The Shingo Model Series of Books Chapter 2 Systems Overview Introduction to Systems Current State of System Thinking Definition of a System Components Interdependence and Network Aim Informal versus Formal Systems Systems Drive Behavior Three Essential Systems The Systems Contribution Chapter 3 Three Essential Systems Systems Design Three Types of Systems Work Systems The Real World: O.C. Tanner The Real World: Toyota Improvement Systems The Real World: O.C. Tanner Management Systems The Real World: Lifetime Products Chapter 4 Five Required Tools Tool #1: Standard Work The Real World: Lifetime Products The Real World: O.C. Tanner Tool #2: Reports The Real World: Lifetime Products Tool #3: Feedback The Real World: O.C. Tanner The Real World: Elementary School Teachers Tool #4: Schedules The Real World: Feedback at Lifetime Products Transportation Work System Tool #5: Improvement Log Capture Evaluate Make Assignments Identify and Supply Resources Track The Real World: O.C. Tanner Other Essential Components The Why of Systems Chapter 5 What Do We Mean by System Design? Chapter 6 Work Systems Work System Map Systems Work System and Work System Leader Aim Workflows Team Members Improvement Sub-systems Tools Standard Work Reports Feedback Schedule/Cadence Improvement Log Results: Key Performance Indicators Culture: Key Behavioral Indicators Summary Chapter 7 Improvement System Improvement Sub-System Maps System Name and Leader Aim Sub-system Team Standard Work Reports Feedback Schedule/Cadence Improvement Log 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 Systems Management System Map Leader Aim Multiple System Responsibilities on One Map Standard Work Reports Feedback and Schedule Improvement Log Key Performance Indicators Key Behavioral Indicators Conclusion Chapter 9 Case Studies O.C. Tanner Case Study Company Overview Three Essential Systems Five Required Communication Tools Formalization Challenges Results of System Mapping (KBI/KPI Improvements) O.C. Tanner’s System Design Maps Lessons Learned Lifetime Products Case Study Company Overview Challenges and Solutions of Implementation Sustaining the System Mapping Project Systems at Lifetime Products Lifetime Products System Maps Formal System Feedback System Assessment System Review Lessons Learned at O.C. Tanner and Lifetime Products Chapter 10 Results Key Performance Indicators Key Behavioral Indicators Measures and People Ideal Results Chapter 11 System Thinking Peter Senge Russell Ackoff W. Edwards Deming Management’s Responsibility: Constancy of Purpose Institute Leadership Drive Out Fear Break Down Barriers Between Departments Resistance to Change Putting It All Together Systems Drive Behaviors Creating a System Maps Project Final Thoughts Appendix A: Quotes from Peter Senge’s The Fifth Discipline Appendix B: W. Edwards Deming’s 14 Points for the Transformation of Management First Glossary Bibliography Index