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

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.

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

Progress is impossible without the ability to admit mistakes.

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

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

Kaizen means ongoing improvement involving everybody, without spending much money.