The Prize was established in 1988 to promote awareness of Lean manufacturing concepts and recognize companies in the United States, Canada and Mexico that achieve world-class manufacturing status. The Shingo Prize philosophy is that world-class business performance may be achieved through focused improvements in core manufacturing and business processes.

The Shingo Prize recognizes organizations and research consistent with its mission and model with two types of prizes: Business, which promotes use of world-class manufacturing strategies and practices to achieve world-class results, and Research, which promotes research and writing regarding new knowledge and understanding of manufacturing processes.

2001 Recipients - Books

Breaking the Cost Barrier: A Proven Approach to Managing and Implementing Lean Manufacturing
By Stephen A. Ruffa and Michael J. Perozziello

While much has been written about what "lean production" techniques are, Breaking the Cost Barrier is the first book to explain how to effectively put lean techniques into place. It presents the big picture on how you can understand and adopt the industry-proven techniques used in the lean production environment - and coordinate the best into one powerhouse variation management program. Case studies and examples showcase how these techniques can be applied to control production variability across industries and requirements.

Natural Capitalism: Creating the Next Industrial Revolution
By Paul Hawken, Amory Lovins and L. Hunter Lovins

In this groundbreaking paradigm for the economy, three leading business visionaries explain how the world is on the verge of a new industrial revolution, one that promises to transform our fundamental notions about commerce and its role in shaping our future.

Profit beyond Measure: Extraordinary Results through Attention to Work and People
By H. Thomas Johnson and Anders Broms

Profit Beyond Measure details how two extremely profitable manufacturers, Toyota and the Swedish truck maker Scania, have rejected the traditional mechanistic mindset of managing by results that generates waste. Johnson and Broms explain how Toyota and Scania achieve their legendary cost advantage through a revolutionary concept they call managing by means (MBM). Instead of being driven to meet preconceived accounting targets, the production systems of Toyota and Scania are governed by the three precepts that guide all living systems: self-organization, interdependence, and diversity.

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