scope:

Global Kata: Success Through the Lean Business System Reference Model" sets a new benchmark for the evolution of Lean and strategic improvement. The book and the reference model provide a detailed road map for leading, designing, architecting, implementing, and sustaining a holistic, organization-centric, and culturally grounded Lean Business System. The Lean Business System Reference Model" provides a larger-scale blueprint for a higher-order, best-in-class, adaptive, systematic process of improvement. The reference model incorporates the leadership factors, design guidelines, systematic process architecture, best practices, and performance criteria for building a connected Lean Business System with a higher standard of behavioral alignment and cultural excellence (Kata). The author furnishes both the advanced thought leadership and detailed implementation guidance for a higher-order, enterprise-wide process of adaptive systematic improvement while integrating new Lean principles about leadership, evolving technology, innovation, transactional processes, and behavioral alignment and cultural development to create the right improvement Kata thinking throughout any organization and in any country. The author offers an excellent perspective on the current state of Lean with its focus on manufacturing tools and principles, and leads the reader through the rethinking, understanding, and integrating of all of the visible and invisible requirements for a successful adaptive systematic and sustainable management process of improvement. The Lean Business System Reference Model" provides an innovative guide for organizations to advance Lean thinking and execution far beyond the production floor, to a new level that enables the reinvention of global supply chains, new product development, cash-to-cash, acquisition integration, and other core business processes in a highly complex and technology-enabled enterprise. A major objective of the reference model and this book is to guide organizations away from the superficial mimicking and success-limiting scope of Lean manufacturing principles and tools from other successful organizations-and to think, innovate, expand boundaries, and become the next global Toyota organization in their own way.