This paper examines the evolution of the Kaizen suggestion system within the context of a family-owned enterprise, using the case of W. Legutko—a company engaged in the production and distribution of horticultural seeds. Drawing on an eight-year period of observation, the study analyzes changes in the implementation of continuous improvement tools, with particular attention to the influence of company owners and managerial staff with corporate backgrounds on the effectiveness of such initiatives. The analysis highlights the pivotal role played by the owners in shaping implementation outcomes, taking into account management features characteristic of family businesses, such as emotional commitment, cautiousness toward organizational change, and the gradual development of trust in employees. Furthermore, the study outlines successive stages in the development of the suggestion system, demonstrating their impact on employee engagement, error reduction, and the elimination of waste within operational processes. Particular emphasis is placed on the importance of trust, a systematic approach to change management, and the gradual cultivation of an organizational culture that fosters openness to innovation. The findings suggest that successful implementation of the Kaizen system in a family business context requires not only carefully tailored methodologies, but also a readiness on the part of the owners to adapt their managerial perspectives and to embrace a more participatory role for employees in value creation.