Evaluating Shingo model alignment at Toyota Portugal: analyzing operational excellence in Industry 4.0

Purpose This study aims to investigate how Toyota Portugal’s operational practices align with the principles of the Shingo Model and contribute to the human-centricity pillar of Industry 5.0 (I5.0). It explores whether a process-driven system like the Toyota Production System (TPS) can support a people-centered transformation, even without explicitly adopting the Shingo framework. Design/methodology/approach A qualitative case study was conducted through 10 semi-structured interviews with employees at Toyota Portugal. Data were analyzed using content analysis to identify practices aligned with Shingo principles and their correspondence to I5.0 pillars, particularly human-centricity, resilience and sustainability. In addition, the study examined the presence and integration of Industry 4.0 (I4.0) technologies, such as digital systems, automation and data analytics. Findings The study reveals that while group leaders at Toyota Portugal predominantly focus on process-oriented tasks consistent with TPS, the organization still demonstrates strong alignment with people-centric principles of the Shingo Model, such as Respect Every Individual and Create Constancy of Purpose. These cultural enablers promote leadership humility, employee development and value alignment – elements central to I5.0. However, limited integration of I4.0/I5.0 technologies constrains digital maturity and agile continuous improvement. Originality/value This research offers new insights into how an organization rooted in TPS can support I5.0’s human-centric agenda through its culture. It highlights the potential of integrating the Shingo Model’s principles to enhance employee empowerment and leadership practices within a process-optimized system. The findings contribute to the theoretical intersection of operational excellence and digital humanism, offering a practical pathway for bridging TPS efficiency with I5.0 values.