The lean initiative detailed in the (A) case, OM-1354, had reached a precarious stage. The machine and systems division of Wausau Equipment Company (WECO) had failed to sell several harvesting systems to customers to usually reliable buyers, and the competition was making important inroads in what was traditionally WECO country. The first wave of improvements made by the teams had not yet had any impact in the field. Enthusiasm to re-engage in the next improvement cycles had waned, yet some managers, supervisors, and team leaders voiced strong support for the lean initiative. If the lean initiative were restarted, what could be done to ensure that it was effective and sustainable and what areas of the enterprise should be included? The president of WECO had to develop an agenda for the coming staff meeting, where he hoped to guide discussion toward the future of the lean initiative at his company. There is a teaching note (OM-1354TN) for this case.