Going Lean sets aside the notion that efficient operations and powerful innovations are only possible when business is steady and demand is growing. Instead, companies must learn that disruption and loss are the price to be paid to remain competitive. Following the lead of a new breed of companies?Toyota, Wal-Mart, and Southwest Airlines?the new, powerful?yet unexpected mindset is that chaos should be the norm. By using Lean Dynamics?based on the now-famous Toyota Production System?success can be the outcome.

"Going Lean" sets aside the notion that efficient operations and powerful innovations are only possible when business is steady and demand is growing. Instead, companies must learn that disruption and loss are the price to be paid to remain competitive. Following the lead of a new breed of companies - Toyota, Wal-Mart, and Southwest Airlines - the new, powerful - yet unexpected mindset is that chaos should be the norm. By using "Lean Dynamics" - based on the now-famous Toyota Production System - success can be the outcome.

Stephen A. Ruffa is an engineer who worked for the American Defense Department and researched lean manufacturing across seventeen large aerospace producers. His previous book, Breaking the Cost Barrier: A Proven Approach to Managing and Implementing Lean Manufacturing was awarded the 2001 Shingo Prize for Excellence in Manufacturing Research.