ABSTRACT
There are numerous trends to which it is likely the Shingo Model and others such as the Baldrige Model and EFQM Excellence Model will likely adapt, whether that adaptation is soon or more gradual. It is clear, for example, that a rapidly increasing number of enterprises are concerned about their social and environmental performance and impacts. Such concerns may be driven by conscience, regulatory demands, or market pressures, but whatever the driving force behind such concerns, business strategy, practice, and performance emphases are shifting. We see that significant components of enterprise strategy are concerned not only with being financially prudent but with social equity and environmental sensitivity—the three components of triple top-line strategy (McDonough and Braungart, 2002a). It is not only enterprise policies and practices that must be aligned with these, but processes, systems, and partnerships.
