Continuous Improvement: Seek Perfection, Assure Quality at Its Source, Embrace Scientific Thinking, Focus on Process, and Improve Flow & Pull

Cover\nHalf Title\nSeries\nTitle\nCopyright\nDedication\nContents\nAcknowledgments\nIntroduction\n	How to Best Use This Book\n	The Connections in the Shingo Model\nChapter 1 Organizational Excellence and the Shingo Institute\n	Back to Basics\n	The Shingo Institute\n	The Shingo Model and the Shingo Prize\n	Discover Excellence\n	Systems Design\n	Cultural Enablers\n	Continuous Improvement\n	Enterprise Alignment\n	Build Excellence\n	The Shingo Institute’s Book Series\nChapter 2 The Continuous Improvement Dimension\n	Continuous Improvement in a Nutshell\n	The Principles\n	The Supporting Concepts\nChapter 3 Seek Perfection\n	Business Case for Seek Perfection\n	Fundamental Truth\n	Key Supporting Concepts\n	Seeking Perfection Is the Flywheel\n	Elaboration on Behavioral Benchmarks\n	Current Condition on the Paint Line\n	Seeking Perfection at an Automotive Engine Plant\n	Single Patient Flow\n	Why We Challenge Paradigms and Expectations\n	First Things First\n	Supporting Concepts\n	Summary\nChapter 4 Embrace Scientific Thinking\n	Business Case for Embrace Scientific Thinking\n	What Is a Fundamental Truth?\n	The Supporting Concepts\n	Behavioral Benchmarks and Related Context\n	Chief Problem Solver\n	Key Systems to Support Embrace Scientific Thinking\n	Tools to Support Embrace Scientific Thinking\n	Summary\nChapter 5 Focus on Process\n	Business Case for Focus on Process\n	Fundamental Truth\n	Develop Great Processes\n	Don’t Blame Others\n	Who Is Responsible?\n	Processes versus Operations\n	Process First, Then Operations\n	The Supporting Concepts\n	The Consequences of Not Focusing on Process\n	Behavioral Benchmarks\nChapter 6 Assure Quality at the Source\n	Business Case for Assure Quality at the Source\n	Fundamental Truth\n	The Supporting Concepts\n	Behavioral Benchmarks\n	Key Systems to Assure Quality at the Source\n	Summary\nChapter 7 Improve Flow & Pull\n	Business Case for Improve Flow & Pull\n	Fundamental Truth\n	The Supporting Concepts\n	Behavioral Benchmarks\n	Improve Flow\n	Improve Pull, Stop the Push\n	The Goal in Improving Flow & Pull\n	Flow Processing as an Alternative\n	Do You Really Understand Pull?\n	The Bottom Line on Improving Flow & Pull\n	The Role of Systems and Tools\n	Real Demand\n	The Supporting Concepts\n	Enabling Flow & Pull through Systems and Tools\n	Key Systems to Support Improving Flow & Pull\n	Summary\nChapter 8 Theory in Practice\n	Stabilize Processes\n	Standard Work\n	Go & Observe\n	Focus on Value Stream\n	Keep It Simple & Visual\n	Identify & Eliminate Waste\n	No Defects Passed Forward\n	Integrate Improvement with Work\n	Rely on Facts & Data\n9 Improvement Systems and Behaviors\n	What Does Ideal Look Like?\n	The Shingo Behavioral Assessment Scale\n	Summary\n10 Where Do I Go from Here?\n	What Is Your Current Condition?\n	What Is Your Burning Platform?\n	What Are Your Accelerators and Inhibitors?\n	What Is Your Proof­of­Concept Project?\n	How Will You Measure and Promote?\n	How Will You Develop Internal Capability?\n	How Will You Expand the Improvement Boundary?\n	Summary\nGlossary\nBibliography\nRecommended Reading\nAbout the Editors\nIndex