Purpose – One of the main problems for managers is forming work groups where experts' knowledge is truly utilized in order to successfully solve the task assigned. The question that arises is: “How can expert knowledge be best utilized for different types of teams?” The purpose of this article is to explore and describe how experts' knowledge is deployed in a specific context, as with Kaizen teams. Design/methodology/approach – This study used a qualitatively based interpretive methodology, applying the case study as a research strategy through a dual design, which combines longitudinal and retrospective studies. Findings – As a result of the conclusions from the field study, a set of practical recommendations is presented here that can be useful for general and middle management involved in improvement and innovation efforts. Research limitations/implications – This study is supported in the context of three case studies. Therefore does not seek the empirical generalization but analytical generalization. Practical implications – As a result of the conclusions from the field study, a set of practical recommendations is presented here that can be useful for general and middle management involved in improvement and innovation efforts. Social implications – Sharing knowledge and promoting organizational learning goes beyond individual benefits and the organization to have an impact on society as it promotes dialogue, collaboration and respect as a way to solve problems and propose solutions. Originality/value – Amplifying knowledge deployment between the expert and the apprentice in a Kaizen context is one of the unexplored topics in literature on continuous innovation and knowledge management