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持续改进技术也可以称为改善许多人。这项技术是由丰田带头。这种方法确定基准的实践和影响员工，更使他们可以参与过程中减少浪费和流程的时间）。持续改进将使公司不断改进其公司的许多部分，而不仅仅是制造和过程。持续改进持续改进驱动寻求在一个公司无论大小。在企业的各个方面，连续应在员工的工作描述和持续的在他们的自然。精益管理的引入，显示了整个西方企业管理的变化。他们现在了解东方的实现，并试图在他们自己的组织使用它们。他们还注意到这种技术正被西方公司所采用。如何与持续改进，重要的是，持续改进本身，作为小增量的改进，但这些将滚雪球到更大的改进。这种方法是不同的突破改进。描述这是一个渐进变化的改善，寻找戏剧性的变化。这可能涉及到诸如新工厂、总重新设计等工作方法的变化。这种变化并没有实现公司实现的最终目标。，在公司内部，首先必须实施某种形式的改进，因为如果你没有进步，你就会落后于竞争对手。此外，他认为，企业需要充分利用连续和突破。组织首先要连续参与，形成坚实的基础。然后在这方面展开并包含突破。

Continuous improvement technique can also be called Kaizen by many people. This technique was spearheaded by Toyota. This approach identifies benchmarks of practice and influencing employees, to become more empowered as they can become involved within the process of reducing waste and process time (Krajewski 2009). Continuous improvement would then allow companies to then continuously improve many parts of their company and not just manufacturing and processes. (Beattie 2007) describes continuous improvement as an on-going drive to seek improvements within a company no matter what size. Within all aspects of business, (Redman & Bessant 2007) claim that continuous should be within employees' job description and on-going within their nature. (Hill & Hill 2009) claim that the introduction of lean management is showing a change in management across the western businesses. They are now understanding eastern implementations and trying to use them within their own organisations. They also note that this technique is being used with great benefits across the western companies. (Slack & Lewis 2003) write about, how with continuous improvement it is important that you look at the bigger picture. Continuous improvement per se, as small incremental improvements but these will then snowball into bigger improvements. This approach is then different to that of breakthrough improvement. (Johnston et al 1997) Describe this as a step-change improvement that looks for dramatic changes. This might involve changes such as a new factory, total re-design in the methods of working. Such changes do not realise the end goal that the company set out to achieve. (Harrington 1995) argues that within a company it is essential that firstly they implement some form of improvement, because if you are not improving you are slipping behind your competitors. Furthermore he argues that companies need to take full advantage of both continuous and breakthrough. Organisations should firstly be involved in continuous to form a solid base. Then expand on this to then include and establish breakthrough.

Within the continuous improvement theory it is important to measure the improvements. To measure the processes that you want to improve, many companies use the Deming Wheel. This cycle is normally defined as Plan-Do-Check-Act (Deming 1986). Many companies who actively use the continuous improvement technique will train their employees to use this cycle to solve problems.

Plan - The team will select a process that will need improvement. They will then document the information they already have. They then set quantitative goals and discuss various ways in which they can improve

Do - The team implement the plan and monitors progress. Data and be collected continuously to measure improvements.

Study - Analysing the data will need to be done. During the studying stage it is important to see if the results correspond with your goals. If the project has missed its g