result of teaching lean for over 15 years. All the main tools are included and presented with exercises. It is an ideal “do it yourself book”. You can use it at work, at home or for developing good ideas. The possibilities are endless. The guide can be read from start to finish but can also be kept after reading and used as a reference for “how to do things”. This Guide introduces the Lean method and thinking. It is a manual for those who wish to start utilizing Lean. The Guide is a c guide you can carry under your arm during a walk through a Lean project. It begins with a section on the philosophy and principles behind Lean. Lean must be understood on its own terms. Unlike other management methods, Lean is developed over time, based on solving very specific challenges. The first part of the Guide primarily follows the phases of a traditional Lean project. Specifically, it describes how to map workflows and find the areas where action can be taken to reduce waste. The Guide describes tools that can be used to eliminate waste and provides tools to increase flow. The cornerstone of Lean is continuous improvements. The Guide shows how work on this can be organized using a number of individual tools and how it may be anchored in board meetings. In the field of innovation, Lean has meant a pioneering end to the traditional linear, closed perception of innovation processes. Therefore, the Guide contains a detailed description of Toyota's innovation method and of derived Western variants such as Lean Start-up and Scrum. Lean focuses on methodical work with improvements. On the strategic level, a method called Hoshin Kanri, or Policy Deployment, has been developed to ensure organizational focus on activities involving change. The method is discussed in detail. Lean can be implemented in different ways, both organizationally and from a design perspective. In this Guide, we review the main forms while considering pros and cons, so that one can choose the best strategy. in the given situation. Working with Lean also requires that you focus more on the specifics. In this Guide, we look at the challenges involved with this. Working with Lean is working with the culture. Therefore, you must involve all the employees in an organization. The Guide discusses some tools to create ownership, both on an individual level and among the group. Some would call it the world's fastest course in coaching. The Guide ends with a conceptual explanation in which all the main Lean concepts are explained with references to the relevant locations in the Guide. Finally, there is an extensive literature list for further inspiration. The Guide contains small exercises that are specific to each Lean Tool mentioned.