Not Projected. Not Adjusted.
Recorded.
150+ projects. 7 industries. 20+ years of research. These are not targets — they are outcomes. Every figure below is the financial and operational consequence of Strategic Kaizen as a governing architecture, not as a process improvement initiative. The architecture governs. The numbers follow.
Most improvement benchmarks measure averages across heterogeneous populations of projects with different methodologies, different financial baselines, and different definitions of “success.” The numbers in this dashboard are different in a structural sense: every project was governed by a KAIZENshiro budget committed before the fiscal year began — a financial contract between the current state of profit and the future state required by the business. The KAIZENshiro is not a target. It is an architecture. The numbers follow from the architecture.
This means: (1) every figure was defined before implementation; (2) every figure was measured against a pre-committed financial obligation; (3) every figure was validated as repeatable over time — not as a one-time event but as a structural state. Repeatability is the proof of architecture, not of effort.
What is measured before it is improved is owned. What is owned financially becomes governed operationally. KAIZENshiro transforms improvement from aspiration into obligation — and obligation into architecture.
Each industry page presents the specific application of Strategic Kaizen for that sector — challenges, CLW profile, KAIZENshiro range, and case studies.
The KAIZENshiro is scaled to the size of the organisation and the depth of the CCLW identified. The methodology is the same at every scale. What changes is the financial commitment — not the governing principle.
From $260,000 to $7,500,000 — the same Strategic Kaizen architecture governs at every scale. The governing principle is invariant: financial obligation before operational improvement. Results vary by organisation size and CCLW depth, never by methodology.
The most consequential number in this dashboard is not the largest KAIZENshiro value. It is the number of consecutive years Strategic Kaizen delivers. One improvement cycle proves a method. Three to five consecutive years prove an architecture.
One improvement cycle proves a method.
Three consecutive years prove a discipline.
Five consecutive years prove an architecture —
and architectures, by definition, do not revert.
SBTP is a new paradigm for profitable production planning which integrates productivity measurement and improvement directly within planning. I am convinced SBTP will have a major impact on the science of management.
Dr. Shigeyasu SakamotoDr. Shigeyasu Sakamoto is one of Japan’s most respected authorities in industrial engineering and productivity science. His career spans five decades of advancing the science of operations — from government-certified professional engineering to the highest international bodies of productivity research.
Former Vice President — JMAC (Japan Management Association Consultants Inc.)
Professional Engineer (P.E.) · Certified by the Japanese Government
- Fellow, World Academy of Productivity Science
- Senior Member, Institute of Industrial Engineers (IIE)
- Certified MTM Instructor · Certified MOST Instructor
- Work Factor Instructor · Mento Factor Instructor
- Technical Coordinator, International MTM Directorate — responsible for developing a new MTM system
His endorsement of Speed-Based Target Profit (SBTP) as a new paradigm for production planning represents the judgement of someone who has spent a lifetime at the intersection of industrial engineering rigour and operational reality.
The difference between a company that improves and a company that governs profit architecturally is not ambition — it is method. KAIZENshiro is the method. These numbers are the proof.