The essential difference between "Kaizen" business philosophy, which usually includes TQM programs and Business Process Reengineering $($BPR$)$:

Business Process Reengineering takes longer to implement while Kaizen is a breakthrough process.

Kaizen consists of a disciplined, statistics$-$based system aimed at reducing defects for a manufacturing or assembly process and Business Process Reengineering stresses incremental progress

Kaizen requires the use of cross$-$functional teams whereas BPR uses six sigma

Business Process Reengineering requires pulling the pieces of an activity out of different departments and creating a single department aiming for quantum gains, whereas Kaizen stresses incremental progress.

none of the above