ABSTRACT
I was a member of the Divisional Lean Team at one company, and we were being mentored heavily by Toyota. During a visit to Toyota, they took me to one particular area that had held seven Kaizen events. With things changing so fast, I wondered how the workers would keep pace. My host explained that the Kaizen events were not held one right after another, but only after the expected results were verified to be achieved, standardized, and stabilized. Only then could another Kaizen event be scheduled.
