Kaikaku consists of two characters: the first, Kai, mean- ing to change, and the second, Kaku, meaning to transform or expel.
Unlike kaizen, which is continuous improvement/incre- mental minor change, Kaikaku means radical change or a great reform to the system. While both Kaizen and Kaikaku can be applied to production, Kaikaku goes beyond produc- tion to break the existing paradigm and create a breakthrough using a new system or model.
The old foundation is being removed so a new and stronger foundation can be poured for two of the larger machines to be relocated.
Introducing Kaikaku—“Radical Change.” Beyond TPS and Kaizen, this method of attacking stagnation on the factory floor and overhauling production is needed for the next generation manufacturers to be competitive.
There are many ways to create change within a company. TPS or lean manufacturing improvement on an incremen- tal basis tends to come from middle management choice, identifying traditional wastes (seven wastes) from the produc- tion system and encouraging the day-to-day regular amount of placeholder or quota change that companies may require from their “lean” leaders.
There is a fundamental limitation with this in a typical western company, however. Most managers only feel com-
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