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

The message of the Kaizen strategy is that not a day should go by without some kind of improvement being made somewhere in the company.

To assure the prosperity of a firm should be a long-term strategy and the turnover of key managers should be taken into account from the stand point of long-term consideration and not from the monthly or quarterly flavors.

There are various non-statistical tools that have been typically developed by lean companies, notably by Toyota for minimizing variability in production, such as standardization, introduction of takt time, synchronization, shortening the total production lead time which I am fond of referring to as non statistical tools.

Progress is impossible without the ability to admit mistakes.

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

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