The meaning of Kaizen is 'continuous improvement'. Companies use it to describe operations that include all employees, from CEOs to assembly line workers. The Kaizen principle can also be applied to processes that cross organizational boundaries and enter the supply chain, such as purchasing and logistics. Banking, governance, healthcare, psychotherapy, and life coaching have all been used. Following World War II, American business and quality-management teachers, particularly those who were part of The Toyota Way, significantly influenced the introduction of Kaizen into Japanese corporate practices. It has subsequently gone over the world and applied to situations other than business and productivity. The management approach aids in increasing a company's productivity, which is in line with the Kaizen definition. A common belief is that there is always space for improvement and that nothing can ever be perfected the first time. It follows the principle of constant system and process improvement. The second order medal of the Sacred Treasure was given to Dr. Deming by the Japanese Emperor in 1960 for his work in developing, introducing, and implementing Kaizen in Japan. As a result, this idea has produced many successes.