 It's one of the most popular and most misunderstood business concepts in the world. But three decades in, it's clear that Lean is not a fad. Since its early days in the auto industry, Lean production has morphed into Lean thinking and Lean management, a set of principles that can improve any company. In a new companion book published by Routledge, more than 70 thought leaders from 15 countries share their expertise on Lean, providing readers with a clear understanding of what Lean is across different settings and how to best apply Lean ideas in their own firms and to their unique industries. It is the first academically rigorous volume to provide an overview of the entire field of Lean management. The book begins with an introduction by Lean pioneers Dan Jones and Jim Womack, and an overview of the Toyota Way by world-renowned expert Jeff Leiker. Leading experts and up-and-coming scholars from across the globe contribute subsequent chapters. The first part of the book details how Lean has spread from a manufacturing-centric platform to a more holistic philosophy for the entire enterprise, including leadership, logistics, accounting, product development, innovation, distribution, and sales and marketing, among others. The second half of the book focuses on how to best apply Lean to different sectors, from health care and construction, to software development and education. Each chapter includes a short case study to illustrate the characteristics of Lean in various settings. As readers will learn, the five classic Lean principles—identify value for the customer, map the value streams, create flow, establish pull, and seek perfection—are not always applicable in all settings. For instance, take the first principle. While it's clear who the customer is at restaurants or hair salons, it's much harder to define who the end consumer is in a school district or university. Is it the student, taxpayers, or society? In the summary, the editors, Netland and Powell, conclude that taking a true Lean approach requires obeying the spirit of Lean rather than following a prescribed list of rules. The closest thing to a universal tenant in Lean is continuous improvement, or Kaizen, which requires a culture of learning, long-term perspective, and a unique brand of coach-like leadership constantly challenging the status quo. These are the fundamental three Ls of Lean. The Routledge Companion covers all of this and more in one volume, making it an invaluable resource for all researchers, consultants, and practitioners looking to better understand Lean across different contexts. By the end, readers will have a firm grasp of how to use Lean to their advantage and be on their way to business success in what has become a Lean world.