During the intervening period, alterations to some work desks were made by maintenance, racks were acquired (from another part of the plant), preparations to move a machine were made, and a variety of materials (e.g. paint), signs, and tools were acquired. Briefings were also given to senior management. The operators who had participated in the initial days were encouraged to discuss what had happened and what was planned with their work mates.

On days 4 and 5 the agreed upon changes were made. The major change was to layout, including the relocation of a semi-automated assembly machine. New material handling arrangements were begun. Then the line was run and observed. Some further changes were necessary. A number of new ideas emerged; some of which were immediately attempted. During day 5, after further adjustment, the team attempted to write new standards. These could not be completed. In any case all the operators were to be involved, not just the three operators on the kaikaku team. An estimate of the savings in space, inventory, throughput time, material handling, were made, and "before and after" photographs assembled.

On day 5, one of the women operators commented, "I have been in this company for 15 years, and I have seen more change during the last two weeks than I saw during all those years put together." Another commented, "Now I have seen the new system, I really don't know how we managed previously."