The purpose of this paper is to investigate the potential of the Shingo Model of organizational excellence to serve as a conceptual and practical bridge between the technology-driven paradigm of Industry 4.0 and the human-centric vision of Industry 5.0. It specifically examines how the model can support a human-centric transformation of the digital workplace by aligning operational excellence with emerging human-centered values.
This study employs a comprehensive mixed-methods research design, combining a systematic literature review with a qualitative thematic analysis of 13 expert interviews in the fields of operational excellence, lean transformation and Industry 4.0. To ensure the validity and relevance of the proposed conceptual framework and its behavioral tools, a Delphi study was conducted with six experts from these domains.
The study presents a conceptual framework that positions the Shingo Model as a mediating system facilitating the transition from Industry 4.0 to a human-centric Industry 5.0. It highlights three essential components – cultural enablers, organizational requirements and Shingo principles – as foundational to this transformation. Furthermore, a set of behavioral tools associated with the Shingo systems was identified and systematically mapped onto a five-level human needs pyramid (safety, health, belonging, esteem and self-actualization), reinforcing the alignment between operational practices and human-centered values in industrial environments.
This is the first study to systematically integrate the Shingo Model with the transition from Industry 4.0 to Industry 5.0. It offers a novel human-centered framework and practical tools to support cultural transformation in technologically advanced workplaces, providing new insights into how operational excellence can evolve in the era of human-digital synergy.
