Indeed, without a deliberate and formal transition between the event execution and event follow-through phases, there is real risk of unsustained and unrealized improvements, and fuel for the lean resistors. Preparation for the post-event follow-up really starts, or at least is lined up, well before the final report-out. This timing is driven by pragmatism. Teams have a way of scattering almost immediately after the applause following the final presentation. Accordingly, post-kaizen event follow-through expectations must be established with the team leaders and team members from the very beginning. The four basic follow-through categories or themes: sustainability, event management improvement, communication, and record retention. Post-event reflections of the kaizen experience at both an individual and team level comprise the lessons learned.