ABSTRACT
As should be obvious at this point, Kaizen isn’t something that can be left entirely to its own devices. It has to be coupled with a detailed plan of action that spells out the specific “type” of Kaizen that will be utilized, at what point in Lean implementation it will be used, and specifically where the effort will be directed and why. This requires the Lean coordinator, the plant manager, and potentially others to sit down and give serious thought as to how the system of production will be fully changed, giving consideration to the entire factory, from receiving to shipping. Anything less is basically a haphazard approach to Lean that likely will not take the factory where it needs to go.
