It is estimated that over 50% of all M&A deals end in failure. If true, that represents an astounding loss of investment dollars as well as the lost time, energy, reputations and everything else that goes along with closing an M&A deal. Lowering the failure rate by even a small amount has the potential therefore to save billions in lost dollars. This article explores the use of a Kaizen approach to identify systemic root causes to lower the risk of an M&A failure. Specific examples related to operations due diligence are provided as a practical demonstration of the method for the reader.