The Shingo Model™

the Shingo Model™

a question of results


A single device or item that accomplishes a specific task (e.g., value stream map, health benefit plan, an award, newsletter, etc.)


A collection of tools or tasks that are highly integrated to accomplish an outcome (e.g., production plan, onboarding new employees, bookkeeping, recognition systems, customer support system, etc.)


A measurable outcome—either successful or unsuccessful—from implementation of tools and systems (e.g., faster turnaround, more engagement from employees, higher customer or patient satisfaction, etc.)

Looking at the diagram above, tools and systems interact to produce results. The question is, are the results produced those that are desired?


Each person within an organization has a set of values and beliefs that influences the way he or she behaves. Ultimately, the aggregate of people’s behaviors makes up organizational culture, and culture greatly influences the organization’s results.

The only thing of real importance that leaders do is to create and manage culture. If you do not manage culture, it manages you, and you may not even be aware of the extent to which this is happening.

Dr. Edgar Shein, MIT Sloan School of Management

Three Insights of Enterprise Excellence™

1. ideal results require ideal behaviors

The results of an organization depend on the way its people behave. Whether or not an employee shows up to work in the morning will influence the results of that day. To achieve ideal results, leaders must do the hard work of creating a culture where ideal behaviors are expected and evident in every associate.

2. purpose and systems drive behavior

It has long been understood that beliefs have a profound effect on behavior. What is often overlooked, however, is the equally profound effect that systems have on behavior. Most of the systems that guide the way people work are designed to create a specific business result without regard for the behavior that system consequentially drives. Managers have an enormous job to realign both management and work systems to drive the ideal behavior required to achieve ideal business results.

3. principles inform ideal behavior

Principles are foundational rules that govern the consequences of behaviors. The more deeply one understands principles, the more clearly they understand ideal behavior. The more clearly they understand ideal behavior, the better they can design systems to drive that behavior to achieve ideal results.

shingo guiding principles

Stephen R. Covey defined a principle as a natural law that is universally understood, timeless in its meaning, and self-evident. He taught that values govern actions but principles govern the consequences of actions.

Study and experience has yielded a list of ten guiding principles, known as the Shingo Guiding Principles, that are the basis for building a lasting culture and achieving enterprise excellence. Following Dr. Shingo’s counsel to “think in terms of categorical principles,” the principles are divided into four dimensions: Cultural Enablers, Continuous Improvement, Enterprise Alignment, and Results.