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.

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

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.

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.

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

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