Systems Design

Table of contents

1. Cover
2. Half-Title
3. Series
4. Title
5. Copyright
6. Dedication
7. Contents
8. Editors
9. Acknowledgments
10. Introduction
11. Chapter 1 Organizational Excellence and the Shingo Institute
    1. Back to Basics
    2. The Shingo Institute
    3. The Shingo Model and the Shingo Prize
    4. The Six Shingo Workshops
       1. Discover Excellence
       2. Systems Design
       3. Cultural Enablers
       4. Continuous Improvement
       5. Enterprise Alignment
       6. Build Excellence
    5. The Shingo Model Series of Books
12. Chapter 2 Systems Overview
    1. Introduction to Systems
    2. Current State of System Thinking
    3. Definition of a System
       1. Components
       2. Interdependence and Network
       3. Aim
    4. Informal versus Formal Systems
    5. Systems Drive Behavior
    6. Three Essential Systems
    7. The Systems Contribution
13. Chapter 3 Three Essential Systems
    1. Systems Design
    2. Three Types of Systems
    3. Work Systems
       1. The Real World: O.C. Tanner
       2. The Real World: Toyota
    4. Improvement Systems
       1. The Real World: O.C. Tanner
    5. Management Systems
       1. The Real World: Lifetime Products
14. Chapter 4 Five Required Tools
    1. Tool #1: Standard Work
       1. The Real World: Lifetime Products
       2. The Real World: O.C. Tanner
    2. Tool #2: Reports
       1. The Real World: Lifetime Products
    3. Tool #3: Feedback
       1. The Real World: O.C. Tanner
       2. The Real World: Elementary School Teachers
    4. Tool #4: Schedules
       1. The Real World: Feedback at Lifetime Products Transportation Work System
    5. Tool #5: Improvement Log
       1. Capture
       2. Evaluate
       3. Make Assignments
       4. Identify and Supply Resources
       5. Track
       6. The Real World: O.C. Tanner
       7. Other Essential Components
       8. The Why of Systems
15. Chapter 5 What Do We Mean by System Design?
16. Chapter 6 Work Systems
    1. Work System Map
    2. Systems
       1. Work System and Work System Leader
       2. Aim
       3. Workflows
       4. Team Members
       5. Improvement Sub-systems
    3. Tools
       1. Standard Work
       2. Reports
       3. Feedback
       4. Schedule/Cadence
       5. Improvement Log
    4. Results: Key Performance Indicators
    5. Culture: Key Behavioral Indicators
    6. Summary
17. Chapter 7 Improvement System
    1. Improvement Sub-System Maps
       1. System Name and Leader
       2. Aim
       3. Sub-system Team
       4. Standard Work
       5. Reports
       6. Feedback
       7. Schedule/Cadence
       8. Improvement Log
    2. Key Performance Indicators: What to Measure
    3. Key Behavioral Indicators: What to Practice
    4. Aim, Key Behaviors, and Key Performance Indicators
    5. Organization-Wide Improvement
18. Chapter 8 Management Systems
    1. Management System Map
       1. Leader
       2. Aim
    2. Multiple System Responsibilities on One Map
       1. Standard Work
       2. Reports
       3. Feedback and Schedule
       4. Improvement Log
    3. Key Performance Indicators
    4. Key Behavioral Indicators
    5. Conclusion
19. Chapter 9 Case Studies
    1. O.C. Tanner Case Study
       1. Company Overview
       2. Three Essential Systems
       3. Five Required Communication Tools
       4. Formalization Challenges
       5. Results of System Mapping (KBI/KPI Improvements)
       6. O.C. Tanner’s System Design Maps
       7. Lessons Learned
    2. Lifetime Products Case Study
       1. Company Overview
       2. Challenges and Solutions of Implementation
       3. Sustaining the System Mapping Project
       4. Systems at Lifetime Products
       5. Lifetime Products System Maps
       6. Formal System Feedback
          1. System Assessment
          2. System Review
    3. Lessons Learned at O.C. Tanner and Lifetime Products
20. Chapter 10 Results
    1. Key Performance Indicators
    2. Key Behavioral Indicators
    3. Measures and People
    4. Ideal Results
21. Chapter 11 System Thinking
    1. Peter Senge
    2. Russell Ackoff
    3. W. Edwards Deming
       1. Management’s Responsibility: Constancy of Purpose
       2. Institute Leadership
       3. Drive Out Fear
       4. Break Down Barriers Between Departments
    4. Resistance to Change
    5. Putting It All Together
    6. Systems Drive Behaviors
    7. Creating a System Maps Project
    8. Final Thoughts
22. Appendix A: Quotes from Peter Senge’s The Fifth Discipline
23. Appendix B: W. Edwards Deming’s 14 Points for the Transformation of Management First
24. Glossary
25. Bibliography
26. Index