A review of the literature illustrated that most organisations focus on the tools and techniques required for implementing lean concepts in an attempt to become a “leaner” organisation. Additional literature identified clarity as to why some organisations succeed in implementing lean while others have not. These organisations who have successfully developed a “lean” organisation have not only made use of the principles and tools available but also embraced and committed to the philosophy adapted by Toyota and are committed to fostering an atmosphere of continuous improvement and learning, satisfying customers, getting quality right the first time, grooming leaders from within rather than recruiting them from the outside, teaching all employees to become problem solvers and growing together with suppliers and partners for mutual benefit.