fortable meeting internal demands by removing low hang- ing fruit, which is generally accepted and does not require a larger cost. Fundamental change, or that which requires executive approval, could possibly land the manager in a
compromising position (jeopardizing their job or ability to advance within the company). Therefore, Kaikaku has to be a “top down” change. In fact,
Mass Finishing g Shot Blasting g Consumables
just as Kaizen is fundamental to the Toyota Production System, Kaikaku is the fundamental concept to the little talked about (or understood) executive system used at Toyota. One of the biggest struggles for many manufacturing companies is get- ting executives to truly understand the vital importance of not only how much manufacturing details and systems can change profitability, but moreover, how they can impede it.
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This comes down to one of the basic principles discussed in the book “Good to Great.” As Jim Collins wrote, it is all about having “the right people on the bus.” And this is particularly true at the executive level as they tend to influence culture within the company the most. Most companies are looking to hire or appoint a “Lean Champion” that is just on the manufacturing floor. But to understand and undertake great change, the executive staff also has to understand the plight of manufactur- ing from a ground floor level. The first step begins with understanding lean manufacturing basics and goes back to listening, observing and understanding core issues from the ground floor up. I believe that the second law of thermodynamics applies to companies as well as energy. The second law of thermodynamics states that all energy will fall to a base form and entropy will increase over time. Entropy can be defined in many ways. Usually entropy is defined as a decrease of energy to a baser form (energy converting eventu- ally to heat) or an expression of disorder or randomness increasing over time (chaos). With time, a company, which has many inherent variables, also