Introduction
The ground-breaking Shingo Model of 2008 introduced principles, systems, tools, and results that would help an organization achieve excellence. At the 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 have developed their own concept of the meaning of systems. Some organizations have identified literally hundreds of systems and tools. In fact, the distinction between a system and a tool has not been clearly defined until recently, with the introduction of the SYSTEMS DESIGN workshop and the publication of this book.
Robert “Bob” Miller was executive director of the Shingo Institute at the time the new model was published. In his book, ...
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