Build Excellence

Designing Systems That Shape Workplace Culture and Performance
1. Auflage 2027
ISBN: 978-1-041-41293-9
Verlag: Taylor & Francis

Buch, Englisch, 208 Seiten, Format (B × H): 152 mm x 229 mm

Reihe: The Shingo Model Series

Organizations invest significant time, effort, and resources in improving performance, yet many transformation efforts struggle to gain traction or sustain results over time. Leaders may understand the principles of operational excellence, but translating those principles into daily behaviors, aligned systems, and lasting cultural change remains a persistent challenge.

Build Excellence is the companion book to the Shingo Institute's capstone workshop of the same name. Building on the concepts introduced throughout the Shingo workshop series, this book demonstrates how to integrate systems that drive behavior toward ideal, as informed by the principles in the Shingo Model. Using the Plan-Do-Check-Adjust (PDCA) cycle as a framework, it provides a structured approach to cultural transformation that helps organizations align purpose, strategy, systems, and behaviors to achieve desired results consistently.

Rather than prescribing a single implementation model, Build Excellence explores the common elements found in successful transformations. Through real-world examples and in-depth case studies, readers will learn how to strengthen strategy execution, design systems that reinforce ideal behaviors, assess organizational maturity, and create learning cycles that accelerate continuous improvement.

In Build Excellence, readers will discover how the Shingo Model can be applied beyond the classroom to build cultures where improving the work becomes part of the work itself. Whether supporting an existing transformation effort or beginning a new journey toward organizational excellence, this book provides practical guidance for turning principles into action and sustaining meaningful change over time.

Zielgruppe

Professional Training

Autoren/Hrsg.

Martyn, Michael

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Management: Führung & Motivation
• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Unternehmenskultur, Corporate Governance
• Wirtschaftswissenschaften Betriebswirtschaft Management Qualitätsmanagement, Qualitätssicherung (QS), Total Quality Management (TQM)
• Wirtschaftswissenschaften Wirtschaftssektoren & Branchen Fertigungsindustrie
• Wirtschaftswissenschaften Betriebswirtschaft Management Entscheidungsfindung
• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie
• Wirtschaftswissenschaften Betriebswirtschaft Management Strategisches Management
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Produktionsmanagement, Qualitätskontrolle
• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien

Inhaltsverzeichnis

Chapter 1: ORGANIZATIONAL EXCELLENCE AND THE SHINGO INSTITUTE Chapter 2: BUILDING EXCELLENCE Chapter 3: PLAN Chapter 4: DO Chapter 5: CHECK Chapter 6: ADJUST Chapter 7: CASE STUDY: PDCA IN ACTION Chapter 8: SYSTEMS TO SUPPORT Chapter 9: ASSESSING THE PROGRESS Chapter 10: CAPSTONE -- ANDROID INDUSTRIES References

Über Autor(innen)

Michael Martyn is a leading architect of principle-based cultural transformations and one of the most experienced practitioners of the Shingo Model worldwide. As the founder and president of SISU Consulting Group, he has guided more than 500 organizations in 22 countries and supported more than 50 sites in achieving Shingo recognition. These results place SISU among the most influential consulting groups in the global excellence community.

For nearly 25 years, Michael has helped organizations translate principles into systems, behaviors, experience, and sustained results. His work spans complex manufacturing, healthcare, public agencies, higher education, and large multinational enterprises. He is known for his ability to work directly with executive teams and frontline leaders to design daily management systems, develop leadership capability, and establish cultures where people are engaged, performance improves, and business results strengthen.

Michael’s contributions to the Shingo Institute have been substantial. Since 2001, he has played a central role in shaping the modern Shingo Model and assessment framework. He contributed to the significant transition from the original model to the current version, developed and refined Shingo educational courses, and authored case studies used in official programs. He also helped pioneer the application of the assessment methodology in sectors such as the military, healthcare, and government. He has served in multiple leadership roles, including as head of the Western Region, as a member of the Executive Board, and as a member of the Executive Committee for Assessors. He continues to serve as a Shingo Licensed Affiliate, a Shingo Faculty Fellow, and a lifetime member of the Shingo Academy.

Michael’s thought leadership is reflected in his publications and in his influence on how daily management is practiced globally. His Shingo Publication Award–winning case studies at La-Z-Boy (2008) and the University of Washington (2019) documented the cultural and operational transformations achieved through system and leadership changes and remain widely referenced examples of results-driven excellence. Own the Gap, which received a Shingo Publication Award in 2013, introduced a clear methodology for designing and implementing daily management systems, which is used by thousands of leaders worldwide. His 2022 award-winning book Management for Omotenashi advanced a leadership philosophy centered on purpose, people, and experience, establishing a new framework for connecting behavioral principles with system design and customer engagement. He is also the editor of Cultural Enablers, a Shingo Workshop Series companion book.