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

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

Japanese management practices succeed simply because they are good management practices. This success has little to do with cultural factors. And the lack of cultural bias means that these practices can be - and are - just as successfully employed elsewhere.

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

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.

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

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