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The intersection of changing lifestyles and evolving transportation needs finds smart USA well positioned for launch in 2008 during one of the most competitive periods in U.S. automotive history. In a zero sum market with new global entrants competing for single points of share, where quality levels have been redefined and fractions of points separate the best from the challengers, lifestyle awareness, innovation and product positioning become the differentiators. Simply adding features has left some with hefty investments and confused consumers. Bigger is not always better. More is not always desirable. The real opportunity for new entrants to the US market may be defined within niche markets where changing lifestyles allow for the emergence of new segments. Today, smart USA has surfaced as a clear example of right product, right place, right time.

Countless articles and publications3,4,5 have documented and proven the efficacy, benefits and value of operating within a lean system. Furthermore, there exists common agreement amongst leading organizations successfully implementing a lean system that in order to do so it must take into consideration the entire enterprise, that is, from supplier to customer and everything in between6. One of the core issues this paper addresses is when the optimal time is to train and educate the people who currently have, or will have, influence over the ‘enterprise’.