As a result of brainstorming and prioritizing improvement ideas, the Kaizen Team members now know what they are going to implement, and they are usually eager to dive in and produce results. But to ensure they make the best use of the time available and avoid going off in too many directions at once, a work plan is essential. This chapter will cover the structure under which teams typically produce the greatest results. As mentioned in the Preface, it’s beyond the scope of this book to delve into specific applications for the variety of lean tools available for making process improvements. Many resources are available that address how to create cells, implement 5S, develop pull systems, create standard work, etc. Rather, this book focuses on the process for making change.