In this case study we examine two organizations and compare them in terms of how the implementation of LP has been provocative to the control system. Changes in the MCS have been shown to follow from changes in operations. We use a case comparison method to examine the Management Control System (MCS) in two organizations that have started a decisive move into a comprehensive Lean Production (LP) operating practice. Both organizations were very strong performers in competitive industries prior to this change. Neither organization had previously self-identified as Lean. However their actual operating and MCS practices contained a mixture of traditional and LP practices.