Development of a conceptual model integrating management systems and the Shingo Model towards operational excellence

Carvalho, Mariana; Sá, José Carlos; Marques, Pedro Alexandre; Santos, Gilberto; Pereira, António Mário

Publication

Development of a conceptual model integrating management systems and the Shingo Model towards operational excellence

2022Journal article

dc.contributor.author	Carvalho, Mariana
dc.contributor.author	Sá, José Carlos
dc.contributor.author	Marques, Pedro Alexandre
dc.contributor.author	Santos, Gilberto
dc.contributor.author	Pereira, António Mário
dc.date.accessioned	2023-01-19T15:50:20Z
dc.date.embargo	2035
dc.date.issued	2022
dc.description.abstract	To remain competitive in the marketplace, organizations are seeking the adoption of management models and tools that will allow them to find better and more effective practices to reinvent themselves, and continuously improve their business processes and product’s quality in a sustainable way, hence pursuing the ultimate goal of reaching enterprise excellence. The purpose of this paper is to present a conceptual model that relates the requirements of the ISO Management System Standards with the dimensions and guiding principles of the Shingo Model for Operational Excellence. The proposed approach allows an organization with and existing management system based on one or more ISO Management System Standards to adopt and perform an assessment tool to evaluate its level of maturity regarding the adoption of the best practices and behaviours prescribed by the Shingo Model, which is a novelty contribution of this research. The validation of the proposed assessment tool took place in a Portuguese organization from the automotive sector, having comprised two moments: in the first one, an external assessor performed a set of behavioural observations that acted as a base to assign a score, while in the second moment such score was internally obtained through a survey that was filled by the organization’s employees. The results reveal that these two methods converge to similar conclusions, hence confirming that the proposed model has the potential to enable an organization to assess the maturity level of its management system regarding the adoption of the guiding principles of the Shingo Model for Operational Excellence. A limitation of this research is that the model was only validated in a single company.	pt_PT
dc.description.version	info:eu-repo/semantics/publishedVersion	pt_PT
dc.identifier.doi	10.1080/14783363.2022.2060810	pt_PT
dc.identifier.uri	http://hdl.handle.net/10400.22/21707
dc.language.iso	eng	pt_PT
dc.publisher	Taylor and Francis	pt_PT
dc.relation.publisherversion	https://www.tandfonline.com/doi/full/10.1080/14783363.2022.2060810	pt_PT
dc.rights.uri	http://creativecommons.org/licenses/by-nc-nd/4.0/	pt_PT
dc.subject	Integrated management systems	pt_PT
dc.subject	Shingo Model	pt_PT
dc.subject	Operational excellence	pt_PT
dc.subject	ISO 9001	pt_PT
dc.subject	Continuous improvement	pt_PT
dc.subject	Corporate social responsibility	pt_PT
dc.title	Development of a conceptual model integrating management systems and the Shingo Model towards operational excellence	pt_PT
dc.type	journal article
dspace.entity.type	Publication
oaire.citation.endPage	24	pt_PT
oaire.citation.startPage	1	pt_PT
oaire.citation.title	Total Quality Management & Business Excellence	pt_PT
person.familyName	Carvalho
person.familyName	Sá
person.givenName	Mariana
person.givenName	José Carlos
person.identifier	R-002-4MY
person.identifier.ciencia-id	C91E-F5C8-46C7
person.identifier.orcid	0000-0001-8393-8069
person.identifier.orcid	0000-0002-2228-5348
person.identifier.rid	R-2566-2016
person.identifier.scopus-author-id	56029853700
rcaap.rights	closedAccess	pt_PT
rcaap.type	article	pt_PT
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