The essential difference between Kaizen business philosophy, which usually includes TQM programs and Business Process Reengineering(BPR): a) business process reengineering takes longer to implement while kaizen is a break through process. b) kaizen consists of a disciplined, statistics-based system aimed at reducing defects for a manufacturing or assembly process and business process reengineering stresses incremental process. c) kaizen requires the use of cross-functional teams where as bpr uses six sigma. d) 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.