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

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.

It is impossible to improve any process until it is standardized. If the process is shifting from here to there, then any improvement will just be one more variation that is occasionally used and mostly ignored. One must standardize, and thus stabilize the process, before continuous improvement can be made.

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

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.

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.