You can't do kaizen just once or twice and expect immediate results. You have to be in it for the long haul. — Masaaki Imai Copy Share Image
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,… — Masaaki Imai Copy Share Image
Where there is no standard, there can be no improvement. For these reasons, standards are the basis for both maintenance and improvement — Masaaki Imai Copy Share Image
I have a theory that among the large Western companies (mostly American) the higher an executive is promoted, the more wisdom is lost and… — Masaaki Imai Copy Share Image
I believe that management should focus on two particular areas. One is Gemba (shop floor) and the other is customer (not the shareholder). — Masaaki Imai Copy Share Image
Japanese management practices succeed simply because they are good management practices. This success has little to do with cultural factors. And the lack of… — Masaaki Imai Copy Share Image
The message of the Kaizen strategy is that not a day should go by without some kind of improvement being made somewhere in the… — Masaaki Imai Copy Share Image
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… — Masaaki Imai Copy Share Image
Under the lean system, any tools which are required for solving problems are used. — Masaaki Imai Copy Share Image
Control charts are one of the statistical tools for solving quality related problems. — Masaaki Imai Copy Share Image
The standard is not writ on the stone. The definition of the standard is that it is the best way to do the job… — Masaaki Imai Copy Share Image
I am beginning to see a large-scale introduction of various management tools, philosophies and practices in the service sectors and have a high hope… — Masaaki Imai Copy Share Image
