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

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.

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.

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

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