“The quality of Lean systems is based on kaizen, the Japanese term for “change for the good of all” or continuous improvement” (Russell & Taylor, 2013, page 737 ). Continuous improvement involves “every employee at every level” (Russell & Taylor, 2013, p. 737). It is the process by which employees identify “quality problems, interrupt operations when necessary, generate ideas for improvement, analyze processes, perform different functions, and adapt their work routines” (Russell & Taylor, 2013, p. 737) . “The idea focuses on improving processes and products by using employee creativity to help define how procedures and systems can be improved” (Wagner, N., 2015). The kaizen approach encourages an organization to achieve better operational excellence and improve its productivity. The key component to achieving successful kaizen “is finding the root cause of a problem and eliminating it so that the problem does not occur again” (Russell & Taylor, 2013, p. 738). One of the techniques for identifying the root cause of a problem is to ask yourself the “5 whys”: “repeatedly ask “why?” until a root cause is identified” (Russell & Taylor, 2013, p. 738). Kaizen is that great result resulting from many small changes accumulated over time. This doesn't mean that kaizen means small changes. What it means is that everyone involved is making improvements for a more streamlined process. Kaizen is part of the quality of the source it involves; visual inspection,