Kaizen means ongoing improvement involving everybody, without spending much money.

Under the lean system, any tools which are required for solving problems are used.

Japanese management practices succeed simply because they are good management practices. This success has little to do with cultural factors. And the lack of cultural bias means that these practices can be - and are - just as successfully employed elsewhere.

All of management's efforts for Kaizen boil down to two words: customer satisfaction.

Where there is no standard, there can be no improvement. For these reasons, standards are the basis for both maintenance and improvement

I believe that management should focus on two particular areas. One is Gemba (shop floor) and the other is customer (not the shareholder).

Kaizen is like a hotbed that nurtures small and ongoing changes, while innovation is like magma that appears in abrupt eruptions from time to time