Strategic Kaizen: Master Plan (episode 1 of 10)

Strategic KAIZEN: The Master Plan based on Productivity Business Model

The Strategic KAIZEN projects play a central role in the continuous fulfillment of the Manufacturing Cost Improvement (MCI) targets in the Manufacturing Cost Policy Deployment (MCPD) system by directing strategic systematic improvements aimed at reducing / eliminating the costs of the 37 main categories of losses and waste scientifically determined.

The first book on MCPD presents the 7 basic steps of MCPD that take place with a specific general framework called Productivity Business Model which aims to continuously support the Productivity Master Plan (thinking model presented in the first 66 pages of the book).

In order to continuously support Productivity Master Plan, Strategic KAIZEN and KAIKAKU projects are planned, implemented and evaluated continuously. In MCPD thinking, the concept of Cost Policy means Manufacturing Cost Improvement Targets and Means. The Strategic KAIZEN and KAIKAKU projects are Manufacturing Cost Improvement Means to achieve Manufacturing Cost Improvement Targets.

The concept of Strategic KAIZEN was presented for the first time in step 4 (annual action plan for MCI for each product family cost to meet MCI targets) and in step 5 (engage the workforce to execute the MCI targets) of the MCPD system (in 2017).

The concept of Strategic KAIZEN has over 50 appearances in the text of the first book about MCPD in 2017 such as:

”…mid-term business strategy and mid-term cost improvement strategy need detailing of the long-term, both systemic (KAIKAKU) and systematic (KAIZEN) strategic, improvement projects.” (p.101);

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”…evaluation of past performance (usually the last three years) is done in detail for key performance indicators (KPIs) (…) refers to the identification of those KPIs that should support strategic improvement projects, both systemic (KAIKAKU) and systematic (KAIZEN).” (p.103).

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”The process of translation of strategies and objectives to concrete actions (policy deployment) at the level of the entire company requires systematic and systemic improvements at all levels of the organization, both on the short term and, especially, on the medium and long terms” (p. 84)