I have a theory that among the large Western companies (mostly American) the higher an executive is promoted, the more wisdom is lost and by the time he or she reaches the top becomes a complete idiot. Certainly they do not deserve the outrageous salary.

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

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.

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.

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