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

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

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

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.

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.

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.

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