The company created a five-year plan to reduce costs by at least 30% that included three key elements: moving to a state with lower energy, labor, and regulatory costs; buying a new ERP system; and creating a lean-oriented culture. The first two goals had long-term timeframes, but the company started on lean right away. They employed consultants, sent a group of 25 employees for off-site lean training, and began targeting production for improvement. At the time Buck operated with a mass-production model with disconnected functional areas. Finished-goods and WIP were everywhere