This book is based on a four-year study in a public sector organisation that starts by observing the nature of a Òfake qualityÓ culture, and then investigates the organisational methods of misrepresenting Lean ISO 9001 as a possibility for bootstrapping proper Lean ISO 9001. Contrary to common beliefs about how an anti-quality culture can never function as a basis for real Lean and real ISO 9001, the assumption in this book is that even the most dysfunctional organisation must be doing something right, so the quest is to identify seeds of opportunity and use this as a basis for cultivation.