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The Problem Solving Kata as a Tool for Culture Change

Building True Lean Organizations

Mohammed Hamed Ahmed Soliman

$30.95   $28.22

Paperback

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English
Personal Lean Publications
10 November 2022
���� Transform Your Company Culture-One Problem at a Time

What separates successful lean organizations from the rest isn't just tools or cost-cutting-it's mindset, behavior, and daily habits.

In this book, Lean expert Dr. Mohammed Hamed Ahmed Soliman introduces the Problem-Solving Kata, a structured way of thinking and acting widely used in world-class lean organizations to create a culture of continuous improvement. This isn't just a tool - it's a leadership method for shaping behaviors, building capabilities, and driving long-term transformation.

���� In this practical guide, you will learn:

What the Problem-Solving Kata is and how it works in real organizations How to develop scientific thinking among frontline employees and managers Why most lean implementations fail without a behavior-based approach How to embed improvement into the daily routines of your workforce Tools, coaching techniques, and case studies to build true lean habits

Whether you're a lean coach, operations manager, HR leader, or executive-this book will help you close the gap between knowing lean and living lean.

✅ It's time to stop copying tools and start developing thinking people.
By:  
Imprint:   Personal Lean Publications
Dimensions:   Height: 203mm,  Width: 127mm,  Spine: 4mm
Weight:   82g
ISBN:   9798348259648
Series:   The Future of Leadership Series: Mindset, Culture & Change
Pages:   74
Publication Date:  
Audience:   General/trade ,  ELT Advanced
Format:   Paperback
Publisher's Status:   Active

Dr. Mohammed Hamed Ahmed Soliman is a professor of Industrial & Systems Engineering and a lecturer at the American University in Cairo. He is an international Lean consultant, author of over 100 scientific publications and books, and an executive advisor specializing in continuous improvement, Lean transformation, and service development.

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