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Lean Manufacturing - APICS discussion

Kaikaku discussions

3rd commandment

From: Norman Bodek
Sent: October 10, 2004

Dear Group:

I was very excited when I received the 10 Commandments of Kaikaku from Hirano and enjoy sharing them with you. I do hope you find these emails of value for your lean efforts. Kaikaku means radical change. A Kaizen Blitz is a Kaikaku. Lean, the Toyota Production System, is a Kaikaku for you and your organization - very simple in its theory, easy to do - just every day reduce the non-value adding wastes, but you must overcome your "resistance to change."

The 3rd commandment of Kaikaku is: "Don't accept excuses. Totally deny the status quo."

The chairman of Toyota, Mr. Okuda said, "Failure to change is a vice - I want everyone at Toyota to change and also to not be an obstacle for someone else who wants to change." He also asked his supervisors and managers to come up with annual change plans. Imagine the above statement coming from the chairman of the originators of lean, actually the best corporation in the world today. It is as if Toyota with 50 billion in cash is still running hard with fear that the competition is going to catch them. Change is really what our jobs are all about and yet we all seem to resist change. So many of us can always find fault with something new. I will share a secret with you: "Nothing is perfect and you can always find a reason not to do something." The challenge is for you to overcome your  fears
and your resistance and as Dr. Shingo always said, "Do it!"

Nakao, an internal consultant to Toyota, and the key person who brought  Kaizen

Blitz to America was always frightened of Dr. Shingo, who came by once a month to his company. Shingo would always give him an assignment for the month.
Nakao was fearful of the criticism he would get from Shingo if he didn't do the assignment successfully.

Please study the 3rd commandment and tell us what you think about it.

Best regards,

Norman Bodek
Author of Kaikaku The Power and Magic of Lean

From: April Wicker
Sent: October 10, 2004

Dear Norman
Kaikaku means radical change. Does that necessarily mean fast, rapid change? Can kaikaku change take a year, like we currently do annual planning?

April Wicker

From: Norman Bodek
Sent: October 10, 2004

Dear April,

Kaikaku is large changes, innovation is Kaikaku, and Lean is Kaikaku. Kaizen Blitz is Kaikaku which is normally done in a week but many changes can take much longer. If your annual plans are making a significant shift in what you are doing and how you are doing it then you could also call that a Kaikaku.

We are talking about change, the need to change to solve problems and to be competitive. We define change in two ways:

Kaizen - small changes where everyone is empowered to offer and implement their creative ideas. Kaizen involves all employees in continuous improvement. In Japan, the average employee offers and implements two improvement ideas per month. Doing this in your company would be a Kaikaku.

Kaikaku is larger changes: changing the entire process from the old smoke stacks to one piece flow, implementing Lean principles, bringing in a new product, getting people involved in team activites, etc.

We use these Japanese foreign words to help us think with new eyes.

Thank you for your question.

Best regards,
Norman Bodek