“The quality of Lean systems is based on kaizen, the Japanese term meaning “change for the good of all” or continuous improvement” (Russell & Taylor, 2013, p.737). Continuous improvement involves “every employee at every level” (Russell & Taylor, 2013, p. 737). It is the process by which employees identify “quality problems, stop operations if necessary, generate ideas for improvement, analyze processes, perform different functions, and adjust their work routines” (Russell and Taylor, 2013 , p.737). “The idea focuses on improving processes and products while using employee creativity to help define how procedures and systems can be improved” (Wagner, N., 2015). The Kaizen approach encourages an organization to achieve greater operational excellence and improve productivity. The key to successful kaizen “is finding the root cause of a problem and eliminating it so that the problem does not recur” (Russell and Taylor, 2013, p. 738). One technique for identifying the root cause of a problem is to ask the “5 Whys” question: “Repeatedly asking “why?” "until a root cause is identified" (Russell and Taylor, 2013, p. 738). Kaizen is the result of many small changes accumulated over time. This is not to say that Kaizen means small changes. What this means is that everyone involved makes improvements to streamline the process. Kaizen is part of source quality which involves; visual inspection,