Kaizen's ultimate goal is to facilitate the completion of small changes and improvements generated through the ongoing efforts of all members of a business team. A chain of these small but important refinements can generate big results, surpassing the outcome of the typical single large project tactic.

Fear not, this is not designed to change the current system, but rather to build up on it with the intent of improving the system. After many studies with constant observation, the opportunities for fine tuning the fundamental system can be investigated and even exploited in order to have a successful evolutionary process with constant improvements. In order to conduct these studies properly, the standard operation procedures (SOP's) are strictly adhered to, and controls are in place. Once the studies are over and the conclusions are reached the SOP's will quite often change. It is important to note that these projects do not involve and are not intended to change anything in a drastic way. They are simply put in place in order to facilitate the effectiveness of the current system.

Although having little overlap in their scope, and typically not being considered as alternatives for each other, Lean and Six Sigma can both be effectively combined with Kaizen. A business that needs to address quality concerns and variations, a business that needs to evaluate and enhance process flow and efficiency and minimize costly waste, would do well to consider integrating Kaizen with these two strategies.

Elements of Lean's Manufacturing Process and Kaizen Projects are very similar. Each process contains such factors as a mission statement, distinct objectives, and set target goals. Both conform to the manufacturing process call PDCA (Plan-Do-Check-Act) model. This model is ideal for project, which are planned for a short duration of time. Through this model project can be scheduled and completed with the goal of continual improvement and a reduction of waste. When used properly both manufacturing process models can increase productivity.

Though these projects result in various changes and improvement, they have an equivalent negative aspect. At times improper analysis due to over focus on bringing in changes may shake the base of the business. The time duration allocated to each projects is limited thus enforcing the team to give a solution as soon as possible. With a proper analysis of data using the flow of Six Sigma, changes and enhancements can be made quickly by integrating processes that address the concerned problem domain appropriately.

Let us take an example of a bank, which has taken up a project to increase the sales volume of walk-in customers. The various marketing methods adopted and the results obtained can be analyzed with the help of the tools of these two processes and this helps to find out how effective these methods are on different customer segments. To find out the best suited method for a particular situation, the Kaizen projects can be used for a certain time period, followed by implementing this method.

Therefore, instead of restraining efficiency by using only one tool, like Kaizen, for instance, the use of all three processes is a more reasonable and able approach to getting a solution for a setback within a business. This amalgamation of all three processes can constantly result in lucrative improvements