And you thought it was all over and you knew everything about lean! Well, what do you think of kaikaku (which means radical change)?
Here are the 10 Commandments of Kaikaku by Hiroyuki Hirano complied by Norman Bodek
- The first commandment is: "Throw out the traditional concept of manufacturing methods."
- The second commandment is: "Think of how the new method will work; not how it won't work.
- The third commandment is: "Don't accept excuses. Totally deny the status quo."
- The fourth commandment is: "Don't seek perfection. A 50% implementation rate is fine as long as it is done on the spot."
- The fifth commandment is: "Correct mistakes the moment they are found."
- The sixth commandment is: "Don't spend money on Kaikaku."
- The seventh commandment is: "Problems give you a chance to use your brains."
- The eighth commandment is: "Ask 'Why' five times."
- The ninth commandment is: "Ten person's ideas are better than one person's knowledge."
- The 10th Commandment is: “Kaikaku knows no limits.”
Bodeck says that to clarify a little we have too look at the definition of Kaizen and Kaikaku:
Kaizen is continuous improvement by empowering all employees in creative problem solving activities. It is small and incremental improvements. It is people involved in solving problems in their work area. These improvements normally do not cost much money. Kaizen can be done individually in what he calls Quick and Easy Kaizen whereby the average employee submits in writing two improvement ideas per month that focuses on making their work easier and more interesting resulting in cost savings, safety and quality improvement, better throughput or pleasing their customers. (The average in Japan is two ideas per month per worker.)
Kaizen is a training tool for teaching individual problem solving skills. Kaizen is improvement through people's ideas helping both the individual grow and the company to better succeed. It is small ideas from everyone.
Kaikaku is also improvement but on a larger scale. In fact, Lean is Kaikaku. Lean has radically changed our fundamental concept of how goods are manufactured.
Kaikaku is also innovation bringing new processes, new products, new machines and new concepts. While Kaizen is improving the way we do things, Kaikaku is rethinking the way we do them. Kaikaku could be a new management structure such as practicing bottoms up management. Kaikaku is rethinking the very foundation of the way people are valued in the organisation.