Terence T. Burton - Global Kata: Success Through the Lean Business System Reference Model

Copyright 2016 by Terence T. Burton. All rights reserved. Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a data base or retrieval system, without the prior written permission of the publisher.

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There have been hundreds of books written about Lean and specific topics of continuous improvement. I have lost count, but I know that I have read most of them. All these books provide useful information about continuous improvement principles and tools for the production floor. The need for culture change is discussed, but the approaches all seem to point back to using tools and improving production processes as a basis. The tools side of improvement is visible; therefore, it is easy to learn and unfortunately easy to mimic the improvement activities of other organizations. The behavioral alignment and cultural development side of improvement is invisible; executives have put off this side of improvement because it is too slow, it takes too much time and effort, and the human element is complex. For decades most organizations have cycled their way through numerous fad improvement programs with a documented failure rate of over 80 percent. Over this period many organizations have acquired varying degrees of knowledge of Lean manufacturing tools, principles, and terminology and have also achieved varying degrees of success. Most initiatives become derailed because of the lack of longer-term leadership commitment and the permanent architecture to establish a formal, adaptive, systematic, and sustainable management process of continuous and sustainable improvement. During this same period Toyota is the only organization that I am aware of that has focused on a single approach to improvement: the Toyota Way and the Toyota Production System (TPS). Toyotas unmatched success is also the result of paying attention to both the visible (principles, tools, best practices) and invisible (kata) side of continuous improvement.

We began construction of a Lean Business System Reference Model just before the 2008 meltdown to help clients (and ourselves) through a new paradigm of Lean driven by accelerated business and economic requirements, emerging technology, and a heightened focus on management infrastructure and behavioral and cultural development needs. Over time we have built out the reference model by integrating new thinking, client implementation experiences, benchmarking, enabling technology, and proven best practice information strictly for internal use in our current client engagements. Because it is a reference model, it is a continuous work in progress and is never complete. However, the reference model approach has evolved into a very useful framework and guide for implementing a culturally grounded Lean Business System in any country or operating environment.

Because there is so much confusion about designing, architecting, and implementing a for-real, enterprisewide Lean Business System, we decided to share new knowledge through this book and provide guidance by making the Lean Business System Reference Model available to a much larger audience. 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, develop the right improvement Kata culture, and become the next global Toyota organization in their own way.

Global KATA: Success Through the Lean Business System Reference Model is our playbook for evolving Lean to a holistic, enterprisewide Lean Business System. This book sheds new light on the future of Lean and the next generation of adaptive systematic improvement. The reference model is not a replacement for the Toyota Production System (TPS); in fact it is an endorsement of its greatness. Toyota is without a doubt, the industry benchmark poster child of enterprisewide adaptive systematic improvement.

What is the difference between Toyota Kata and global Kata? Toyota Kata is discussed with reference to the Toyota Production System (TPS) and is focused on meticulous coaching and nurturing patterns of behaviors and thinking (kata) in production. In this setting, processes are typically more defined, standardized, and visible (via our senses) by specifications, routings, operator and equipment work instructions, maintenance schedules, production boards, and so on. Global Kata is a broader interpretation of Kata based on the