CRC Press  CRC 出版社
Taylor & Francis Group
泰勒&弗朗西斯集团
6000 Broken Sound Parkway NW, Suite 300
6000 Broken Sound Parkway NW，套房 300
Boca Raton, FL 33487-2742
佛罗里达州博卡拉顿 33487-2742
© 2018 by Utah State University
© 2018 年，犹他州立大学
CRC Press is an imprint of Taylor & Francis Group, an Informa business
CRC 出版社是泰勒和弗朗西斯集团的印记，这是 Informa 的一个企业。
No claim to original U.S. Government works
不对美国政府原创作品提出索赔

International Standard Book Number-13: 978-1-138-62616-4 (Hardback)
国际标准书号 13：978-1-138-62616-4（精装）
This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint.
本书包含从真实且备受推崇的来源获得的信息。已做出合理努力发布可靠的数据和信息，但作者和出版商不对所有材料的有效性或其使用的后果负责。作者和出版商已尝试追踪本出版物中转载的所有材料的版权所有者，如果未获得以此形式发布的许可，则向版权所有者道歉。如果任何版权材料未得到确认，请写信告诉我们，以便我们在将来的任何重印中进行更正。

Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information storage or retrieval system, without written permission from the publishers.
除非美国版权法允许，否则未经出版商书面许可，不得以任何电子、机械或其他方式（包括影印、缩微胶卷和录音）以任何形式重印、复制、传播或使用本书的任何部分，包括影印、缩微胶卷和录音，或在任何信息存储或检索系统中使用。

For permission to photocopy or use material electronically from this work, please access www. copyright.com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organization that provides licenses and registration for a variety of users. For organizations that have been granted a photocopy license by the CCC, a separate system of payment has been arranged.
如需允许以电子方式影印或使用本作品中的材料，请访问 www.copyright.com （http://www.copyright.com/） 或联系 Copyright Clearance Center， Inc. （CCC），地址：222 Rosewood Drive， Danvers， MA 01923，电话：978-750-8400。CCC 是一个非营利组织，为各种用户提供许可证和注册。对于已获得 CCC 授予影印许可证的组织，已安排单独的付款系统。

Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe.
商标声明： 产品或公司名称可能是商标或注册商标，仅用于识别和解释，无意侵权。

Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com
请访问 Taylor & Francis 网站 http://www.taylorandfrancis.com
and the CRC Press Web site at http://www.crepress.com
以及 CRC Press 网站， 网址为 http://www.crepress.com

To the love of my life-Renee Sangray Plenert
致我一生的挚爱——Renee Sangray Plenert
Where I discovered excellence!!!
我发现卓越的地方!!
And to the Shingo Institute-which strives for a world of excellence
以及追求卓越的 Shingo Institute
Gerhard Plenert  格哈德·普莱纳特

Preface … xi  前言。。。西
Acknowledgments … xv  确认。。。十五
Chapter 1 Introduction … 1
第 1 章 引言 ...1
Discover Excellence Workshop … 3
探索卓越研讨会 ...3
Cultural Enablers Workshop … 4
文化推动者研讨会 ...4
Continuous Improvement Workshop … 5
持续改进研讨会 ...5
Enterprise Alignment & Results Workshop … 5
企业对齐与结果研讨会...5
Build Excellence Workshop … 6
构建卓越研讨会 ...6
Definition of Lean … 7
精益的定义7
SECTION I Overview of the Shingo Model
第一节 Shingo 模型概述
Chapter 2 Why Are We Here? … 11
第 2 章 我们为什么在这里？…11
How to Define Enterprise Excellence? … 11
如何定义企业卓越？…11
A Little History … 17
一点历史......17
The Shingo Prize … 18
Shingo 奖 ...18
The Shingo Institute … 21
新乡研究所 ...21
Driving Toward Enterprise Excellence … 22
推动企业卓越发展 ...22
Discover Excellence … 25
发现卓越 ...25
Chapter 3 Defining Behavior … 27
第 3 章 定义行为 ...27
Why Do Enterprises Exist? … 27
企业为何存在？…27
Defining Behavior? … 31
定义行为？…31
Continuing on the Journey to Enterprise Excellence? … 34
继续踏上 Enterprise Excellence 之旅？…34
SECTION II Culture  第二节 文化
Chapter 4 Characteristics of Culture … 39
第 4 章 文化特征 ...39
What Is Culture? … 39
什么是文化？…39
Who Creates the Culture? … 40
谁创造了文化？…40
Bridging the Gap … 42
弥合差距 ...42
Chapter 5 Three Insights of Enterprise Excellence … 45
第 5 章 企业卓越的三个见解 ...45
Insight … 45  洞察力。。。45
Insight #1: Ideal Results Require Ideal Behavior … 47
见解 #1：理想的结果需要理想的行为......47
Insight #2: Purpose and Systems Drive Behavior … 48
洞察 #2：目标和系统驱动行为......48
Insight #3: Principles Inform Ideal Behavior. … 51
见解 #3：原则决定理想的行为。…51
The O.C. Tanner Story of How Principles Influence Enterprise-Wide Behaviors … 52
O.C. Tanner 关于原则如何影响整个企业的行为的故事......52
Recap … 53  回顾。。。53
Chapter 6 The Shingo Model … 55
第 6 章 Shingo 模型......55
The Shingo Model … 55
Shingo 模型 ...55
Dimensions … 57  尺寸。。。57
The Principles … 58
原则 ...58
Chapter 7 The Shingo Guiding Principles … 61
第 7 章 Shingo 指导原则 ...61
The Shingo Guiding Principles … 61
Shingo 指导原则 ...61
Cultural Enablers Dimension … 62
文化推动因素维度 ...62
Respect Every Individual … 65
尊重每一个人......65
Lead with Humility … 66
以谦逊领导......66
Continuous Improvement Dimension … 67
持续改进维度 ...67
Seek Perfection … 69
追求完美 ...69
Embrace Scientific Thinking … 70
拥抱科学思维 ...70
Focus on Process … 70
专注于流程 ...70
Assure Quality at the Source … 71
从源头确保质量 ...71
Flow & Pull Value … 71
流量和拉力值...71
Enterprise Alignment Dimension … 72
企业对齐维度...72
Think Systemically … 73
系统地思考......73
Create Constancy of Purpose … 73
创造目标的恒定性 ...73
Results Dimension … 73
结果维度 ...73
Create Value for the Customer … 74
为客户创造价值 ...74
Review … 75  回顾。。。75
SECTION III Knowing Why
第三部分 了解原因
Chapter 8 Thought Leadership … 79
第 8 章 思想领导力 ...79
Assessing Culture … 79
评估文化 ...79
Knowing Why … 84
知道为什么......84
Principles Inform Ideal Behaviors … 85
原则为理想行为提供信息......85
Chapter 9 New United Motor Manufacturing, Inc.: A Case Study That Informs the Shingo Model … 89
第 9 章 New United Motor Manufacturing， Inc.：为 Shingo 模型提供信息的案例研究......89
The History … 89
历史 ...89
The Workforce … 90
劳动力 ...90
Why Did Toyota and GM Agree to This Joint Venture? … 91
为什么丰田和通用汽车同意成立这家合资企业？…91
The Principles in Action … 92
行动中的原则 ...92
Cultural Enablers: Respect Every Individual … 92
文化推动者：尊重每一个人 ...92
Cultural Enablers: Lead with Humility … 95
文化推动者：以谦逊领导......95
Continuous Improvement: Seek Perfection … 96
持续改进：追求完美 ...96
Continuous Improvement: Embrace Scientific Thinking … 98
持续改进：拥抱科学思维 ...98
Continuous Improvement: Focus on Process … 100
持续改进：关注过程 ...100
Continuous Improvement: Assure Quality at the Source … 101
持续改进：从源头保证质量 ...101
Continuous Improvement: Flow & Pull Value … 103
持续改进：流动和拉动价值...103
Enterprise Alignment: Think Systemically … 104
企业一致性：系统性思考 ...104
Enterprise Alignment: Create Constancy of Purpose … 105
企业一致性：创造目标的稳定性 ...105
Results: Create Value for the Customer … 105
结果：为客户创造价值 ...105
Lessons Learned … 106
经验 教训。。。106
Lesson #1: TPS, or Lean Manufacturing, Works Anywhere in the World … 106
经验教训 #1：TPS 或精益制造在世界任何地方都有效......106
Lesson #2: Lean Tools and Systems Do Not Thrive without the Right Culture … 107
经验教训 #2：没有正确的文化，精益工具和系统就不会蓬勃发展......107
Lesson #3: It Is Possible to Turn Around Any Workforce by Applying These Principles … 109
经验教训 #3：通过应用这些原则，任何劳动力都有可能扭转局面......109
Conclusion … 110  结论。。。110
Chapter 10 Go and Observe … 113
第 10 章 去观察......113
The Gemba Walk … 113
现场步道 ...113
Case Example and Exercise … 118
案例、实例和练习......118
Some Additional “Go and Observe” Tips … 119
一些额外的 “Go and Observe” 提示......119
Summary … 120  总结。。。120
Vale Clydach Refinery Case Study … 121
Vale Clydach 炼油厂案例研究 ...121
History: What’s the Story? … 122
历史：故事是什么？…122
What Was the Need for Change? … 123
改变的必要性是什么？…123
Enacted Solutions and the Results … 125
制定的解决方案和结果 ...125
Discussion Questions … 129
问题讨论 ...129
Chapter 11 The Shingo Assessment Process … 131
第 11 章 Shingo 评估过程......131
Assessment … 131  评估。。。131
The Shingo Prize as an Assessment Tool … 133
Shingo 奖作为评估工具......133
Does “A Couple of Tools” Work Better? … 134
“A Couple of Tools” 效果更好吗？…134
Impact/Effort Matrix … 134
影响/工作量矩阵 ...134
A3 Problem-Solving Worksheet … 136
A3 问题解决工作表 ...136
SECTION IV Wrap Up
第四部分 总结
Chapter 12 Bringing It All Together … 141
第 12 章 把所有的东西放在一起......141
Shingo Prize Recipient … 141
Shingo 奖获得者 ...141
Recap … 144  回顾。。。144
Appendix … 147  附录。。。147
Shingo Award Recipients … 147
Shingo 奖获得者 ...147
Recent Shingo Prize Recipient Profile Sheets … 166
最近的 Shingo 奖获得者简介表 ...166
Bibliography … 191  书目。。。191
Index … 193  指数。。。193
About the Editor … 199
关于编辑器 ...199

In a meeting with a CEO (chief executive officer), Dr. Gerhard Plenert was told, “We have had dozens of consulting companies through here, each telling us they know the best way to solve our enterprise’s performance problems. But every one of them only solves a small part of the problem. And what’s even more frustrating is that as soon as the consultant leaves, the employees quickly revert back to their previous business practices. It’s just been a big waste of money. Are you going to come in here and give me another solution which fixes a part of our problem but leaves us missing the mark? Are you going to give us another quick-fix wonder which only offers a temporary solution?”
在与 CEO（首席执行官）的一次会议上，Gerhard Plenert 博士被告知：“我们有几十家咨询公司通过这里，每家公司都告诉我们，他们知道解决企业绩效问题的最佳方法。但是他们每个人都只解决了问题的一小部分。更令人沮丧的是，一旦顾问离开，员工很快就会恢复到以前的商业惯例。这真是浪费了一大笔钱。你打算来这里给我另一个解决方案，解决我们问题的一部分，但让我们错过了目标吗？你打算给我们另一个只提供临时解决方案的快速解决方案奇迹吗？

Dr. Plenert was quick to jump at the opportunity and stated, “What you’re telling me is that all you’re getting is a bunch of tools. You’re not attacking your problems at the correct level of your organization. You’re not building a sustainable solution to your performance problems.”
Plenert 博士很快就抓住了这个机会，他说：“你告诉我的是，你得到的只是一堆工具。您没有在组织的正确级别解决您的问题。你没有为你的性能问题构建可持续的解决方案。
“What do you mean?” asked the CEO.
“你什么意思？”
“The good news is that you’ve already identified the problem,” Dr. Plenert continued. “Your problem isn’t that the tools you’ve been given aren’t good tools. It’s not that the tools aren’t working. The problem is that the tools by themselves don’t offer sustainability. So the real question we should ask is, ‘Why don’t these tools maintain the performance improvements that they demonstrate on a temporary basis?’ A second problem is that each solution temporarily fixes part of your performance problems. But none of them fix all the problems.”
“好消息是你已经发现了问题，”Plenert 博士继续说道。“你的问题不在于你得到的工具不是好工具。这并不是说这些工具不起作用。问题在于这些工具本身并不能提供可持续性。因此，我们应该问的真正问题是，“为什么这些工具不保持它们临时展示的性能改进？第二个问题是每个解决方案都会暂时修复部分性能问题。但他们都没有解决所有问题。
“So what you’re saying is that I need some kind of integrated solution,” inserted the CEO. “I understand that. But how do I make it sustainable?”
“所以你说的是，我需要某种综合解决方案，”首席执行官插话道。“我理解这一点。但我如何让它可持续呢？
“The only way to get sustainability is through an enterprise-wide cultural shift. You currently have a culture that has been established through many years of tradition. It’s ingrained into the company. They have a ‘this is how it’s always been done’ attitude and they believe that tradition is the best way to do things. They also have a ‘we’re different than anyone else’ attitude which makes them resistant to change. They don’t believe anyone else truly understands what they do and how they do it. They’re willing to play along with the latest fad that comes down from the executive office, which is how
“实现可持续发展的唯一途径是通过整个企业的文化转变。您目前的文化是通过多年的传统建立起来的。它已经根深蒂固地融入了公司。他们有一种 “一直都是这样 ”的态度，他们相信传统是最好的做事方式。他们也有一种 “我们和其他人不同 ”的态度，这使他们抵制改变。他们不相信其他人真正了解他们做什么以及他们是如何做的。他们愿意顺应执行办公室的最新潮流，这就是
they regard the change initiatives that you’ve introduced, but as soon as the change agent leaves the building, they revert back to tradition.”
他们关注你引入的变革举措，但一旦变革推动者离开大楼，他们就会回归传统。
“You’ve captured my interest and curiosity,” responded the CEO. “What do you recommend?”
“你引起了我的兴趣和好奇心，”首席执行官回答道。“你有什么建议？”
“Let me introduce you to the Shingo Institute (www.shingo.org). It’s an organization affiliated with Utah State University. They host an international award in enterprise excellence and they have a training program associated with that award. This training will teach you how to shift the behaviors within your organization so you can successfully transform your enterprise-wide culture. The Institute teaches you how systems drive behaviors, and how only through a shift in these behaviors will you ever be able to achieve a culture that sustains a higher-level of performance.”
“让我向你介绍一下 Shingo Institute （www.shingo.org）。这是一个隶属于犹他州立大学的组织。他们举办国际企业卓越奖，并且他们有一个与该奖项相关的培训计划。此培训将教您如何转变组织内的行为，以便您能够成功转变整个企业的文化。该研究所教你系统如何驱动行为，以及只有通过这些行为的转变，你才能实现一种能够维持更高水平的绩效的文化。

With that Dr. Plenert and the CEO proceeded to discuss the details of the Shingo methodology (which is the subject of this book), and a series of Discover Excellence workshops were scheduled for the leadership and management of the organization. This was the first step toward achieving enterprise excellence, and that is what this book will teach the reader how to do.
“说完，Plenert 博士和 CEO 继续讨论 Shingo 方法论的细节（这是本书的主题），并为组织的领导和管理安排了一系列 Discover Excellence 研讨会。这是实现企业卓越的第一步，这就是本书将教给读者如何去做的。

But first, just for fun, one should look at how good an organization is at solving problems. Below is a test created by Einstein. It’s called the Albert Einstein Riddle. Albert Einstein wrote this riddle and claims that if a person can solve this “pure logic” problem then that person must be in the top $2\mathrm{\%}$$2\mathrm{\%}$2%2 \% of the intelligent people in the world. He starts with these rules:
但首先，只是为了好玩，人们应该看看一个组织在解决问题方面有多好。下面是 Einstein 创建的测试。它被称为阿尔伯特·爱因斯坦之谜。阿尔伯特·爱因斯坦 （Albert Einstein） 写了这个谜语，并声称如果一个人能够解决这个“纯逻辑”问题，那么这个人一定是世界上聪明人的顶端 $2\mathrm{\%}$$2\mathrm{\%}$2%2 \% 。他从这些规则开始：

The question the reader should try to answer is, “Who owns the fish?”
读者应该尝试回答的问题是，“谁拥有鱼？
Einstein offers the following clues:
Einstein 提供了以下线索：

The answer to the riddle is found later in this book.
这个谜团的答案在本书的后面可以找到。

To give credit where credit is due, the Shingo Institute would need to create a long list of individuals, companies, and universities that the Institute has worked with through the years. The list is far too long to give everyone credit, but the Shingo Institute needs to acknowledge a few specific individuals who were instrumental in the development of this book’s material. Those most closely involved during their tenure at the Shingo Institute were Shaun Barker, Max Brown, Randall Cook, Robert Miller, Gerhard Plenert, and Jacob Raymer. The Shingo Institute is appreciative of their contributions for without which the content of this book would not exist.
为了在应得的地方给予赞扬，Shingo Institute 需要创建一份长长的名单，列出该研究所多年来合作过的个人、公司和大学。这个名单太长了，无法给大家点赞，但 Shingo Institute 需要感谢一些在本书材料的开发中发挥了重要作用的特定个人。在 Shingo Institute 任职期间，参与最密切的人是 Shaun Barker、Max Brown、Randall Cook、Robert Miller、Gerhard Plenert 和 Jacob Raymer。Shingo Institute 感谢他们的贡献，没有他们，本书的内容就不会存在。

The Shingo Institute would also like to thank the members of the Shingo Executive Advisory Board and affiliate organizations who provide practical insights and critical feedback. And a special thanks to the Jon M. Huntsman School of Business at Utah State University for providing the Institute with a home and an environment to learn, flourish, and grow.
Shingo Institute 还要感谢 Shingo 执行顾问委员会和附属组织的成员，他们提供了实用的见解和重要的反馈。特别感谢犹他州立大学 Jon M. Huntsman 商学院为研究所提供了一个学习、繁荣和成长的家和环境。

Finally, the Shingo Institute thanks Gerhard Plenert for compiling this book. Dr. Plenert has lived and worked in factories in North, Central, and South America; Asia; the Middle East; and Europe. He has coauthored articles and books and worked with academics and professionals from as far away as Europe, Japan, and Australia. His experience has provided him a broad exposure to a variety of manufacturing, service, government, and military facilities all over the world.
最后，Shingo Institute 感谢 Gerhard Plenert 编写了这本书。Plenert 博士曾在北美、中美洲和南美洲的工厂生活和工作;亚洲;中东;和欧洲。他与人合著了文章和书籍，并与来自欧洲、日本和澳大利亚的学者和专业人士合作。他的经验使他能够广泛接触世界各地的各种制造、服务、政府和军事设施。

Too many organizations are failing to be competitive, not because they cannot solve problems, but because they cannot sustain the solution. They haven’t realized that tradition supersedes tools, no matter how good they are. Success requires a sustainable shift in behaviors and culture, and that needs to be driven by a shift in the systems that motivate those behaviors.
太多的组织没有竞争力，不是因为他们无法解决问题，而是因为他们无法维持解决方案。他们还没有意识到，无论工具有多好，传统都会取代工具。成功需要行为和文化的可持续转变，而这需要由激励这些行为的系统转变来推动。

Gerhard Plenert  格哈德·普莱纳特

Countless organizations have, at one time or another, begun a “Lean journey” (for a brief description of Lean, please see the end of this introduction) or they have implemented an improvement initiatiod some sort. At the foundation of these initiatives are a number of tools that seem to promise exciting new results. While many organizations may initially see significant improvements, far too many of these initiatives meet disappointing ends. Leaders quickly find that Lean tools such as Six Sigma, jidoka, SMED, 5S, JIT, quality circles, etc. are not independently capable of effecting lasting change.
无数的组织在某个时候开始了“精益之旅”（有关精益的简要描述，请参阅本简介的结尾），或者他们已经实施了某种形式的改进倡议。这些举措的基础是许多工具，这些工具似乎有望带来令人兴奋的新结果。虽然许多组织最初可能会看到重大改进，但其中太多举措都以令人失望的结果告终。领导者很快就会发现，六西格玛、jidoka、SMED、5S、JIT、质量圈等精益工具并不能独立地影响持久的变革。

Years ago, the Shingo Institute set out on an extended study to determine the difference between short-lived successes and sustainable results. Over time, the Institute noticed a common theme: the difference between successful and unsuccessful effort is centered on the ability of an organization to ingrain inters a the culture timeless and universal principles rather
几年前，Shingo Institute 开始进行一项扩展研究，以确定短暂的成功和可持续的结果之间的区别。随着时间的推移，研究所注意到一个共同的主题：成功和失败努力之间的区别集中在一个组织将永恒和普遍原则文化根深蒂固的能力上
findings are confirmed fime a lid again by nearly three decades of assessing organizational culture and performance as part of the Shingo Prize process. Since 1988, Shingo examiners have witnessed first-hand how quickly tool-based organizations decline in their ability to sustain results. On the other hand, organizations that anchor their improvement initiatives to
作为 Shingo Prize 流程的一部分，近三十年对组织文化和绩效的评估再次证实了这一发现。自 1988 年以来，Shingo 审查员亲眼目睹了基于工具的组织维持结果的能力下降的速度有多快。另一方面，将其改进计划锚定在
principles experience significantly different results. This is because principles help people understand the “why” behind the “how” and the “what.”
原则经历显着不同的结果。这是因为原则帮助人们理解“如何”和“什么”背后的 “为什么”。

To best illustrate these findings, the Shingo Institute developed the Shingo Model ${}^{\text{TM}}$${}^{\text{TM }}$^("TM "){ }^{\text {TM }}, the accompanying Shingo Guiding Principles, and the Three Insights of Enterprise Excellence ${}^{\mathrm{TM}}$${}^{\mathrm{TM}}$^(TM){ }^{\mathrm{TM}}. The Shingo Institute offers a series of five workshops designed to help participants understand these principles and insights and to help them strive for excellence within their respective organizations. This book, Discover Excellence: An Overview of the Shingo Model and Its Guiding Principles, is an introduction to these five workshops.
为了最好地说明这些发现，Shingo Institute 开发了 Shingo 模型 ${}^{\text{TM}}$${}^{\text{TM }}$^("TM "){ }^{\text {TM }} 、 随附的 Shingo 指导原则 和 企业卓越的三个见解 ${}^{\mathrm{TM}}$${}^{\mathrm{TM}}$^(TM){ }^{\mathrm{TM}} 。Shingo Institute 提供一系列的五个研讨会，旨在帮助参与者理解这些原则和见解，并帮助他们在各自的组织内追求卓越。这本书，发现卓越：Shingo 模型及其指导原则概述，是对这五个研讨会的介绍。

Here is a description of the first of five workshops offered in the Shingo Institute educational series．
以下是 Shingo Institute 教育系列中提供的五个研讨会中的第一个的描述。

A facility－wide improvement initiative is expensive in terms of both time and money．Perhaps the most disappointing thing about them is that they often end up as temporary measures that may produce early results but are unsustainable in the long run．The unseen cost is that after they see such initiatives come and go，employees begin to see them as futile，tempo－
整个设施的改进计划在时间和金钱方面都是昂贵的。也许它们最令人失望的地方是，它们往往以临时措施告终，这些措施可能会产生早期结果，但从长远来看是不可持续的。看不见的成本是，在他们看到这些计划来来去去之后，员工开始认为它们是徒劳的、有节奏的。
to be．今人陶焰事．

The Shingo Model begins with culture informed by operational excel－ lence principles that lead to an understanding of what aligns systems and tools and can set any organization on a path toward enterprise excellence with sustainable continuous improvement．
Shingo 模式始于以卓越运营原则为基础的文化，这些原则导致理解什么是协调系统和工具的，并且可以使任何组织走上通往企业卓越之路，实现可持续的持续改进。

The Shingo Model is not an additional program or another initiative to implement．Instead，it introduces Shingo Guiding Principles on which to anchor current initiatives．Ultimately，the Shingo Model informs a new way of thinking that creates the capability to consistently deliver ideal results to all stakeholders．This is enterprise excellence－the level of excel－ lence achieved by Shingo Prize recipients．
Shingo 模型不是一个要实施的额外计划或其他举措。相反，它引入了 Shingo 指导原则，以此为基础支撑当前的举措。最终，Shingo 模型提供了一种新的思维方式，这种思维方式创造了始终如一地向所有利益相关者提供理想结果的能力。这就是企业卓越性 - Shingo 奖获得者所达到的卓越水平。

DISCOVER EXCELLENCE is a foundational，two－day workshop that introduces the Shingo Model，the Shingo Guiding Principles，and the Three Insights of Enterprise Excellence．With active discussions and on－site learn－ ing at a host organization，this program is a highly interactive experience． It is designed to make learning meaningful and immediately applicable as participants learn how to release the latent，potential in an organization to achieve enterprise excellence．It provides the basic understanding needed in all Shingo workshops；therefore，it is a prerequisite to the CULTURAL ENABLERS，CONTINUOUS IMPROVEMENT，and ENTERPRISE ALIGNMENT \＆RESULTS workshops，and concludes with the BUILD EXCELLENCE workshop．
DISCOVER EXCELLENCE 是一个为期两天的基础研讨会，介绍了 Shingo 模型、Shingo 指导原则和企业卓越的三个见解。通过在主办机构进行积极的讨论和现场学习，该计划是一种高度互动的体验。它旨在使学习有意义并立即适用，因为参与者学习如何释放组织中的潜在潜力以实现企业 excellence.It 提供基本理解因此，它是 CULTURAL ENABLERS、CONTINUOUS IMPROVEMENT 和 ENTERPRISE ALIGNMENT \&RESULTS 研讨会的先决条件，并以 BUILD EXCELLENCE 研讨会结束。

DISCOVER participants will：
DISCOVER 参与者将：
－Learn and understand the Shingo Model．
- 学习并理解 Shingo 模型。
－Discover the Three Insights of Enterprise Excellence．
- 发现企业卓越的三个见解。
－Explore how the Shingo Guiding Principles inform ideal behaviors that lead to sustainable results．
- 探索 Shingo 指导原则如何指导导致可持续结果的理想行为。
－Understand the behavioral assessment process using a case study and on－site learning．
- 使用案例研究和现场学习了解行为评估过程。

The additional four Shingo workshops are described as follows．
另外 4 个 Shingo 研讨会描述如下。

The CULTURAL ENABLERS workshop is a two－day workshop that integrates classroom and on－site experiences at a host facility to build upon the knowledge and experience gained at the DISCOVER EXCELLENCE workshop．It leads participants deeper into the Shingo Model by focusing on the principles identified in the Cultural Enablers dimension：
CULTURAL ENABLERS 研讨会是一个为期两天的研讨会，将课堂和现场体验整合到主办设施中，以建立在 DISCOVER EXCELLENCE 中获得的知识和经验 workshop.It 通过关注 Cultural Enablers 维度中确定的原则，引导参与者更深入地了解 Shingo 模型：
(大小, 方间, 范围) 。
－Respect Every Individual
-尊重每一个人
－Lead with Humility  -以谦逊领导

Cultural Enablers principles make it possible for people in an orga－ nization to engage in the transformation journey，progress in their understanding，and，ultimately，build a culture of enterprise excellence． Enterprise excellence cannot be achieved through top－down directives
文化推动者原则使组织中的人能够参与转型之旅，提高他们的理解力，并最终建立一种卓越的企业文化。企业卓越不能通过自上而下的指令来实现