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

Progress is impossible without the ability to admit mistakes.

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

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

There are various non-statistical tools that have been typically developed by lean companies, notably by Toyota for minimizing variability in production, such as standardization, introduction of takt time, synchronization, shortening the total production lead time which I am fond of referring to as non statistical tools.

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.

It is impossible to improve any process until it is standardized. If the process is shifting from here to there, then any improvement will just be one more variation that is occasionally used and mostly ignored. One must standardize, and thus stabilize the process, before continuous improvement can be made.