We often describe Kaizen as a way of looking at the world rather than a prescription for achieving positive change. Kaizen thinkers seek to make small daily changes to operations in search of higher quality, greater efficiency, and less waste. But because the concept of Kaizen is so philosophical, it can be a challenge for people new to the idea to understand what it means in practical terms.

Related: What is Kaizen?

One useful tool for training managers to adopt the Kaizen mindset is called the 5 M’s. By consistently examining the 5 M’s, managers can recognize when a process is not working and improve efficiency and profitability. This model can be used for risk mitigation, addressing safety issues, and improving quality. It can be used right alongside other Kaizen techniques such as the 5 Whys, 5S, and Gemba walks.

The 5 M’s are:

1. Humanpower

The heart of Kaizen is respect for people. It is the managers' responsibility to engage employees in continuous improvement. They must constantly seek feedback and create opportunities for thoughtful changes to process standards. As Taiichi Ohno, the father of the Toyota Production System, said, “Standards should not be forced down from above but rather set by the production workers themselves.”

It is also essential that managers recognize and reward those who are contributing to positive change. In fact, improvement should be a key component of employee goals and performance management.

Related: How to be an Influential Kaizen Coach

2. Machines (Equipment, Technology)

The need for managers to understand the operation of each piece of equipment and tool in a manufacturing plant is obvious, but technology also plays an important role in other sectors. In a hospital, for example, “machines” might include medical equipment, electronic health records, and other software applications. Whether it’s a physical machine or a software application, managers must ensure it works as expected and that the technology is achieving the desired goal.

Another element of technology in the practice of Kaizen is software designed to support continuous improvement. Kaizen software solutions create a platform for employees to suggest opportunities for improvement and managers to guide the selected changes through the process of finding and implementing solutions.

3. Materials

The flow of materials is an important element of Kaizen. In an effort to eliminate excess inventory, a just-in-time model is adopted to chart the flow of materials through a process. Only necessary materials are in the work area. This applies to information work as well as a factory line. For example, new code should not be passed to a QA department that lacks the capacity to test it. In healthcare, rarely needed supplies should not be stocked in patient care areas.

Related: Digital Kanban Boards

4. Methods

Helping process operators develop standard methods is the foundation for Kaizen. In the words of Ohno, “Without standards, there can be no improvement.”

Once the best practice for a process is developed and implemented, managers can coach employees on doing their work correctly. Standard work documentation should be made available at the work location and include any useful charts, images, or other assets.

Of course, the standard, while rigorously followed, is not set in stone. Managers lead employees through an improvement cycle whenever an opportunity for improvement is uncovered. A new standard is developed and maintained until the next opportunity comes along.

5. Measurements

To determine whether a process is running smoothly, managers need a set of performance indicators to measure. Not only will they help identify process breakdowns, but they will also serve as the baseline from which improvement can be measured. The most effective measurement tools are visual. People can instantly see when there is an interruption in flow, a deviation from typical results, or a task that has not been completed on schedule.

Related: An Introduction to Process Control Charts

Turning the 5 M’s of Kaizen into Daily Continuous Improvement

The 5 M’s of Kaizen give leaders a simple way to see processes as systems — not just tasks or isolated problems. When performance slips, the cause is almost always found in one (or more) of these areas: people, machines, materials, methods, or measurements. By routinely reviewing the 5 M’s, managers can diagnose issues faster, engage employees in meaningful improvement, and prevent the same problems from recurring.

Continuous improvement doesn’t require massive initiatives or sweeping transformations. It starts with small, daily adjustments guided by a clear lens. The 5 M’s of Kaizen provide that lens, helping organizations improve quality, safety, efficiency, and customer value over time.

Leaders who build the habit of examining these five elements create a culture where improvement is expected, supported, and sustained — not dependent on heroic effort. 

When leaders consistently apply the 5 M’s of Kaizen, improvement stops being an initiative and becomes the way the organization works.