The purpose of this study is to develop kaizen sustainability model in medium manufacturing enterprises in the case of Gurage zone Administration. To achieve the purpose of the study, a survey design was employed. The participants of the study were 108 TVET trainers, 24 TVET leaders, 42 MME's operators, and 32 MME's experts. Out of 485 target population, a total of 206 respondents were included in the study. Except for TVET trainers, all the population was included in the study due to small size. From 350 trainers 108 were taken as sample respondents and randomly selected for the study. Data is collected from the primary sources, and secondary sources. The primary data were collected using semi-structured interviews, questionnaires, and observations. Secondary data were obtained from available documents at EKI, journal papers, international conference papers on kaizen and reports. Data was collected from 164 respondents through questionnaires and from 42 informants using semi-structured interviews, FGD and observations. The quantitative data were analyzed through descriptive statistics with SPSS Version 21. A correlation analysis between dependent and independent variables had been calculated to analyze the relationship between variables. A fish bone diagram was also used to analyze the root causes of non-value adding activities under eight generic headings and found that 23 root causes were associated with wastage mechanisms in MME's. The findings of the research showed that the kaizen implementation in MME's is basically limited to 5S implementation and it is only moderately implemented on average. In addition it was found that the successful implementation of the preceding S of the 5S activities results in the successful implementation of the succeeding S. In this regard, there had been factors distressing sustainability of kaizen which emanated from various sources, like gaps in knowledge and skill, short-termism, inadequate use of kaizen implementation tools, centralized decision making, individualism, absence of functional diversity in kaizen event team, poor use of VMT, absence of rewarding and recognition scheme were the main problems. To tackle these problems a kaizen sustainability model comprising eight interrelated steps has been developed. Therefore, stakeholders should consider those findings as good lessons and effectively address the identified factors affecting the sustainability of kaizen. Finally, it is recommended that to be effective the proposed model should be used.