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.

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

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.

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

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

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.