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Shingo Institute
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Joshua Ebert, Global CI Manager at UL suggests that "To Flow or Not to Flow?" really isn't the question.
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"I am personally very proud and I think this path we take is the best. It's a long way that will not end, but will continue to give us great satisfaction to know that we are better human beings and professionals."

Oscar Gloria, Research and Development Manager
PyMPSA - Shingo Silver Medallion

http://shingo.org/recognition/profiles/pympsa-profile.html
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Thanks!
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"Three Truths to Inspire Better Process Design" by The Manufacturing Institute's Julian Winn:

http://bit.ly/3process
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Whether you're in the U.S. celebrating Thanksgiving or anywhere else in the world, we want to say THANKS for letting us be a part of your journey. 

"Respect Every Individual" and take some time to say #thanks to your people!
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Leading in a new era of enterprise excellence.
Introduction

The desire to improve seems to be instinctive. For any organization to be successful in the long term, it must engage in a relentless quest to make things better. In
fact, if an organization is to survive and thrive, leaders must lead their organizations on a continuous pursuit of perfection. Although it is fundamentally impossible to achieve perfection, the pursuit of it can bring out the very best in every organization and in every person.

Improvement is hard work! It requires great leaders, smart managers and empowered associates. Sustainable improvement cannot be delegated down nor organized into a “flavor-of-the-month” program or initiative. Improvement requires more than the application of a new tool or a leader’s charismatic personality. Sustainable excellent results requires the transformation of a culture to one where every single person is engaged every day in making small, and from time-to-time large, changes.

In reality, every organization is naturally in some state of transformation. The critical question is “To what end is the organization being transformed?”

Since the establishment of the Shingo Prize at Utah
State University in 1988, we have been assessing organizations in various industries around the world 
as they’ve challenged for the Shingo Prize. We’ve seen firsthand how some organizations have been able to sustain their improvement results while many have experienced decline. Years ago, we discovered a clear theme: Sustainable results depend upon the degree to which an organization’s culture is aligned to specific, guiding principles rather than depending solely on tools, programs or initiatives.

To illustrate our findings, we developed the Shingo Model, including the Shingo Guiding Principles™ and the Three Insights of Enterprise Excellence™. The Shingo Model™ provides a powerful framework that will guide you in transforming your organization’s culture and achieving ideal results.

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(435) 797-2279