Kaikaku カイカク- Steps “Radical Improvement or Change”.

As consultant, I have recommended to my customer different approaches or methods to reach the Lean Manufacturing Benefits as soon as possible, and in some special situation I have run a Kaikaku event rather that kaizens events.

Why Kaikaku?

To assure that every company remains competitive, Kaizen Efforts (dashed line) should be complimented with elements of revolutionary change or Kaikaku . The solid line above explains how this will take the company, to Global Lean Enterprise.

Without periodic Kaikaku efforts, our efforts at continuous improvements will be “too little, too late”.

The Kaikaku’s scope may be a Door to Door or End to End changes on the VSM (from current to future state), that means all the processes must be changed at one time since Material Receiving WH, Production Lines and Shipping Area (you may do this based on Customers or Products lines); or just one loop of the VSM plan transformation; but the all plant at the same time (as example; transforms all the production straight lines to U Cell layout in just one week – based on model line ofcourse).

Kaikaku proceeds in 4 phases:

1.   Set based: Training on “Deep” Lean Manufacturing Methods to clearly define the Goals , Objectives and Metrics , - for KPO team. Diagnostic and Planning – 1 week

2.   3P Kaizen: 3P as one of the most powerful and transformative Lean concepts leading to Kaikaku , offers potential to make "quantum leap” - for KPO Leaders and Management staff. Lean Design – 1 week Phase 1 & 2

3.   Plan Execution : Execute the End to End physical transformation , “Kaizen week” based on 3P design results. Lean Implementation. 1week preparation + 1week kaikaku

4.   Lean Transformation Support: SGA  teams gets in action to adjust the opportunities identified after main transformation  happened , on this phase the teams creates the specific methods that apply to their normal operation , however the original lean design   is maintained by the GM using the Genba walks. Lean sustaining  - 4 weeks.

1.- Set based: Training on “Deep” Lean Manufacturing Methods to clearly define the Goals , Objectives and Metrics , - for KPO team. Diagnostic and Planning – 1 week Phase 1 & 2  , NOT  production disruption

2.-  “3P Kaizen” :  3P as one of the most powerful and transformative Lean concepts leading to Kaikaku , offers potential to make "quantum leap” - for KPO (Kaizen Promotion Office) Leaders and Management staff. Lean Design – 1 week Phase 1 & 2  , NOT  production disruption

3.-  Plan Execution : Execute the End to End physical transformation , “Kaizen week” based on 3P design results. Lean Implementation. 1week preparation + 1week kaikaku.

4.- Lean Transformation Support: SGA (Small Groups Activities)  teams gets in action to adjust the opportunities identified after main transformation  happened , on this phase the teams creates the specific methods that apply to their normal operation , however the original Lean Design   is maintained by the GM using the Genba walks. Lean sustaining  - 4 weeks

Sustaining Actions.

• ·      Validate the actual data against the target set in the Team Charter in terms of Cost, Quality, and Delivery Schedule OTD.
• ·      Present to Evaluation Committee and Prepare follow up Kaizen Newspaper.
• ·      Present the line to evaluation Management team.
• ·       Identify further kaizen Needs and prepare Kaizen Newspaper.
• ·       Document new innovations in detail info/ pictures and share with KPO to Yokoten (Deploy or Copy) in other plants if its apply.
• ·      Remember …..Lean Journey Continues…