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

The standard is not writ on the stone. The definition of the standard is that it is the best way to do the job for now. It should be regarded as a next step to make further improvement.

Control charts are one of the statistical tools for solving quality related problems.

The Kaizen Philosophy assumes that our way of life - be it our working life, our social life, or our home life - deserves to be constantly improved.

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

You can't do kaizen just once or twice and expect immediate results. You have to be in it for the long haul.