Too often we see people fighting over definitions and dogma or watering down and reinventing various artifacts such as those above. […] That said, the real problem is not the relabeling or misunderstanding of Japanese words or lean lingo, but how we trouble ourselves with questions of arbitrary divisions within continuous improvement such as, “Where do we draw the line between kaizen, just-do-its, kaikaku, six sigma projects, A3, hansei?” This is a sign of treating the collection of epiphenomena as the system itself, rather than understanding that beliefs and methods of cognition are what create kaizen cultures, build lean enterprises, excellent organizations. The names of artifacts are simply handles. Once you have grasped and turned them, you must let them go before you can walk through the door of understanding.

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http://www.gembapantarei.com/2013/09/8_more_lean_concept_clarifications.html