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