Kaizen seems to be manufacturing's equivalent of agile. Everyone says they do it, but almost no one actually does it because that would mean totally re-configuring their business.
I hadn't recognized the equivalency of [lean] and agile before. That's interesting and helps give me a better appreciation for why we only end up paying lip service to the idea. Thanks for the thought.
A good approach to this is to start small. Apply kaizen on small things, get the "kaizen culture" ingrained in your team/company culture, and slowly move on to bigger things.
