Glossary

Kaikaku

Kaikaku is a Japanese term used in lean managemen t that refers to radical change or breakthrough improvements in an organization’s processes. Unlike Kaizen, which focuses on continuous small improvements, Kaikaku involves making large-scale changes to improve productivity and efficiency significantly.

While lean often talks about Kaizen (continuous, small improvements), Kaikaku is different:

• Kaikaku = big leap

• Kaizen = small steps

Key characteristics of Kaikaku:

• Disruptive by design: Changes are meant to challenge existing norms, not just polish them.

• Top-driven: Often initiated by leadership because it can affect entire structures or strategies.

• Fast and transformational: Implemented relatively quickly compared to Kaizen.

• High risk, high reward: It can bring major benefits (efficiency, cost savings, innovation) but also needs careful planning.

Examples of Kaikaku:

• Moving from manual to fully automated production.

• Redesigning a factory layout for one-piece flow.

• Shifting from a traditional batch system to just-in-time (JIT) production.

• Changing a whole product line to meet new customer needs.

Kaikaku vs. Kaizen:

Kaizen

Kaizen is a core lean manufacturing concept that means continuous improvement. It emphasizes small, incremental changes in processes to enhance efficiency, reduce waste, and improve leanover time. Kaizen involves all employees and encourages a culture of ongoing improvement.

Key Principles of Kaizen:

• Continuous, never-ending improvement (no matter how small).

• Everyone participates: From top management to shop floor workers.

• Eliminate waste (Muda): Constantly look for things that don’t add value.

• Standardize best practices: Once you find a better way, make it the new standard.

• Focus on process, not just results: Improving the process will naturally improve the outcome.

• Empower workers: People doing the work are encouraged to suggest and test improvements.

Example of Kaizen:

• A factory worker suggests moving a tool rack closer to the assembly line to save walking time.

• A customer service team revises a script to reduce call handling time by 10%.

• A hospital reorganizes medical supply closets to make critical items easier to find during emergencies.

Each change is small, but over time, they create huge improvements in flow, quality, and satisfaction.

Kaizen Audit Form

Kaizen Audit Form is a tool used to evaluate the effectiveness of Kaizen activities in a lean organization. It helps track progress, assess whether goals have been met, and identify areas for further improvement based on Kaizen principles.

Kaizen Charter Form

Kaizen Charter Form is a document that defines the objectives, scope, and expected outcomes of a Kaizen event or initiative. It serves as a guideline for the team involved, ensuring that everyone is aligned with the improvement goals.

Kaizen Checklist

Kaizen Checklist is a structured list of tasks and steps that need to be completed during a Kaizen event or activity. It ensures that all critical aspects of process improvement are addressed and that no important steps are overlooked.

Kaizen Event

Kaizen Event (sometimes called a Kaizen Blitz or Rapid Improvement Event) is a focused, short-term project — typically lasting 3 to 5 days — where a small cross-functional team works intensively to improve a specific process or solve a particular problem.

It’s a way to apply the Kaizen philosophy quickly and effectively, leading to immediate results.

Key Characteristics of a Kaizen Event:

• Short and intense: Usually completed in a few days.

• Specific focus: Targets a well-defined process, area, or problem (e.g., reducing order processing time, improving a production line, reorganizing a workspace).

• Team effort: Involves people who actually do the work, plus some outside eyes (managers, support staff).

• Hands-on: Changes are tested and implemented on the spot, not just planned.

Kaizen Kit

Kaizen Kit is a collection of tools, forms, and materials used during a Kaizen event to support process improvement activities. It typically includes items like markers, charts, and checklists that aid in planning, organizing, and executing Kaizen initiatives.

Kaizen Newspaper Form

Kaizen Newspaper Form is a visual tool used to document and track the status of action items identified during a Kaizen event. It provides a simple format for assigning responsibilities, setting deadlines, and monitoring progress toward completing improvement tasks.

Kaizen Problem Statement

Kaizen Problem Statement is a concise description of the specific issue or area of waste that a Kaizen event is designed to address. It clearly defines the problem and serves as the starting point for brainstorming and improvement activities during the event.

KAMA – Korea Automobile Manufacturers Association

Korea Automobile Manufacturers Association (KAMA) is a trade organization representing the interests of automobile manufacturers in South Korea. KAMA works to promote the growth of the automotive industry, foster innovation, and collaborate on regulatory matters.

Website: www.kama.or.kr

Kamishibai

Kamishibai is a visual management tool used in lean manufacturing to track and display the status of daily tasks or processes. It often takes the form of a board with cards representing tasks that need to be completed, providing an easy way to monitor progress and ensure accountability.

Kamishibai originally means paper drama in Japanese — a traditional storytelling method using illustrated cards. It’s like a storyboard for checking work — helping supervisors or teams randomly and regularly verify that standards are being followed, without being intrusive.

How Kamishibai Works in Lean:

• A Kamishibai board displays task cards, each representing a specific audit or check (like “Is the tool rack organized?” or “Are safety procedures being followed?”).

• Cards are pulled at random during walks (often Gemba walks) to decide what to check today.

• After performing the check, the auditor records the results (OK, not OK) and follows up if needed.

• It creates routine, surprise, and engagement — so processes stay healthy without micromanaging people.

Key Purposes of Kamishibai:

• Ensure standard work is consistently followed.

• Catch small problems before they become big issues.

• Reinforce continuous improvement culture by encouraging proactive attention to processes.

• Promote leadership visibility (leaders going to the floor, seeing the real work).

• Foster transparent communication — the board is public; everyone can see what’s being checked and what’s working.

Kanban

Kanban is a Japanese word meaning visual card or signboard.
In Lean and Agile management, Kanban is a method for visualizing work, limiting work-in-progress (WIP), and improving workflow step-by-step.

The idea is simple: show all the work on a board, track its progress through different stages (like “To Do,” “In Progress,” “Done”), and identify bottlenecks early so you can fix them and keep things flowing smoothly.

Key Principles of Kanban:

• Visualize the work: Make tasks visible on a board (physical or digital).

• Limit Work in Progress (WIP): Only allow a certain number of tasks in each stage at once, to prevent overload and multitasking waste.

• Manage flow: Focus on moving tasks smoothly from start to finish.

• Make process policies explicit: Everyone knows the rules (e.g., what “Done” means).

• Improve collaboratively: Continuously tweak the system to make it faster, smoother, and more efficient.

Example of Kanban in Action:

Imagine a software development team:

• They have a Kanban board with all their tasks.

• Only 3 tasks are allowed in “In Progress” at a time.

• When a developer finishes a task, they move it to “Done” and pull the next highest priority task.

• If “In Progress” gets clogged, the team immediately discusses what’s slowing things down.

Benefits of Using Kanban:

• Increases transparency: Everyone can see what’s happening at a glance.

• Highlights bottlenecks early: Problems are visible right away.

• Improves flow and efficiency: Less multitasking, less chaos.

• Encourages team collaboration: Everyone manages the flow together.

• Supports continuous improvement: Teams adjust WIP limits, process steps, or priorities based on real-world feedback.

Kanban – Inter-Process (Parts Withdrawal)

Kanban – Inter-Process (Parts Withdrawal) refers to the use of Kanban cards or signals between different processes within the production system to request parts. This ensures that parts are delivered just-in-time, reducing the need for excess inventory and streamlining operations.

Kanban – Intra-Process

Kanban – Intra-Process refers to the use of Kanban within a single process or work cell to manage the flow of materials and ensure that tasks are completed efficiently. It helps workers prioritize tasks and maintain smooth workflow within the process.

Kanban – Parts Withdrawal

Kanban – Parts Withdrawal is a Kanban system where signals or cards are used to indicate when parts need to be withdrawn from inventory and delivered to the production line. This ensures that parts are supplied only when needed, avoiding overstocking.

Kanban – Production Instruction

Kanban – Production Instruction refers to the use of Kanban cards or signals to inform production teams of what needs to be produced next. It helps streamline production by ensuring that the right amount of goods is produced at the right time.

Kanban – Signal

Kanban – Signal is a visual or electronic cue used to trigger the movement of materials or the start of production. This signal ensures that processes are initiated only when needed, avoiding overproduction and aligning with just-in-time principles.

Kanban – Supplier

Kanban – Supplier refers to the use of Kanban systems to manage the delivery of materials from external suppliers to the production facility. Suppliers use Kanban signals to replenish materials as they are used, ensuring a steady flow of parts without excess inventory.

Kanban – Temporary

Kanban – Temporary refers to a temporary Kanban system set up to manage production or parts flow during special projects, changes in demand, or while adjusting to new processes. It helps manage fluctuations while maintaining lean principles.

Kanban Card

Kanban Card is a physical or digital card used in a Kanban system to signal the need to move materials, start production, or reorder inventory. The card contains information about the quantity, type of material, and destination, ensuring efficient workflow.

Kanban Cycle (Delivery Cycle)

Kanban Cycle (Delivery Cycle) refers to the time between the initiation of a Kanban signal (e.g., requesting parts or materials) and the delivery or replenishment of those items. Shorter Kanban cycles improve efficiency and reduce the need for large inventories.

KAREN – Keystone Architecture Required for European Networks

Keystone Architecture Required for European Networks (KAREN) is an architecture framework developed to support the integration of information and communication technologies across European automotive networks. It facilitates interoperability and standardization in the automotive sector.

KATRI – Korean Automobile Testing & Research Institute

Korean Automobile Testing & Research Institute (KATRI) is an organization dedicated to testing, certifying, and researching automotive technologies and safety standards in South Korea. KATRI plays a key role in ensuring that vehicles meet national and international safety regulations.

Website: www.katri.re.kr