The topic of this thesis is the application of the Kaizen philosophy in the automotive industry, with a particular focus on the company Toyota. The paper thoroughly examines the principles of lean management, its techniques, and tools, with special attention given to the implementation of Kaizen in the manufacturing processes of the automotive industry. Kaizen, which translates from Japanese as continuous improvement, is a methodology that facilitates the ongoing enhancement of work processes, emphasizing the involvement of employees in suggesting and implementing changes. Toyota is recognized as a pioneer in the application of the Kaizen philosophy, where employees at all levels are encouraged to participate in the improvement process, ensuring continuous enhancement of quality and reduction of production losses. Through the analysis of Toyota's approach, the paper explores how Kaizen methods contribute to increasing efficiency, reducing costs, and improving product quality. The aim of this thesis is to analyze the impact of Kaizen on operations in the automotive industry, with a focus on Toyota's practices. The study employs methods of analysis and synthesis, description, compilation, and deduction to determine how Kaizen contributes to improving quality and success in manufacturing processes while reducing errors and losses.