Based on the Toyota (lean) model, which combines operational excellence with value-based strategies to produce steady growth through a wide range of economic conditions. Lean thinkers go back to basics by asking what the customer really perceives as value. The next step is to line up value-creating activities for a specific product along a value stream while eliminating activities (usually the majority) that don’t add value. Then the lean thinker creates a flow condition in which the design and the product advance smoothly and rapidly at the pull of the customer (rather than the push of the producer). Finally, as flow and pull are implemented, the lean thinker speeds up the cycle of improvement in pursuit of perfection. Lean Thinking offers a method of thinking, and doing for the long-term manager.