Discusses a philosophy of continuous improvement ‐ kaizen. Asserts that instead of generating improvement in leaps and bounds, kaizen provides small, easily accomplished incremental steps which need to be both sustained and continuously improved upon. Looks at the components of kaizen and the use of process manuals in a process improvement framework. Asserts that the training roles and the organization structure are particularly suited to the definition of cells/strategic business units where local accountabilities and ownership are essential. Concludes that a Government training body has awarded the pioneers of this technique a National Training Award.