5 examples of lean management in business

What is lean management?

Created by Toyota in the 40s, the lean method aims to boost a company’s productivity and profitability through the systematic elimination of sources of waste and the optimization of processes. More than just a production management method, it is a model of thought that reconciles efficiency, quality, cost reduction and control of deadlines.

Today, the lean thinking method is applied to various fields: lean startup, lean marketing, lean IT, lean office or lean services. The Lean France Institute also structures dedicated academies (Lean Manufacturing, Lean IT & Digital, Lean Engineering, Lean Services and Office), proof of the spread of this philosophy beyond the workshop.

What results can be expected from a lean approach?

The benefits of a lean transformation quickly appear on operational indicators. According to Blue Lean Consulting, a complete Lean Six Sigma approach takes two to three years, but the first projects produce visible effects in a few months: reduction of lead times (time through the cycle), improvement of delivery deadlines (OTD), reduction of non-conformities, reduction of stocks and release of space. In terms of tools, lean approaches are based on 5S, OEE (target: 85%), Kaizen, SMED and Kanban, each tool responding to a specific production problem.

The 5 principles of lean management in business

1 — A customer-oriented methodology and value creation

The first characteristic of lean is the focus on the value perceived by the customer. Each stage of production is analysed in terms of a simple question: does it bring value to the final recipient? This question is far from anecdotal: according to the Lean Enterprise Research Centre, only 5% of activities actually create value, which opens up considerable potential for improvement in most organizations.

In concrete terms, the identification of value involves value stream mapping and regular dialogue with the internal or external customer. It is this discipline that distinguishes authentic lean from cosmetic lean, a pitfall well identified by practitioners.

2 — The hunt for waste (the 8 Muda)

The lean method identifies eight categories of waste ( the Muda) to be eliminated as a priority:

• Overproduction
• Wait Time
• Unnecessary transport
• Over-processing (unnecessary steps)
• Excess inventory
• Unnecessary movements
• Defects and non-conformities
• Underutilization of skills (8th waste added later)

Toyota initially identified 7 wastes related to the production process, then an eighth was added during the global diffusion of lean: the under-exploitation of employees’ talents and ideas.

This hunt directly feeds into the operational excellence approach : less waste means more margin, shorter lead times and a better customer experience. KPIs (service level, OEE, scrap rate, lead time) are essential to measure progress and trigger corrective actions.

Observed
operational impactA structured lean deployment also affects occupational safety and product quality. According to consolidated feedback, a successful lean deployment reduces workplace accidents by 20-40%, demonstrating that productivity and working conditions go hand in hand.

3 – The involvement of all employees

Lean management is not a matter of isolated industrial management. It involves all employees, from the manager to the operator, and requires rigorous discipline as well as the total involvement of the teams to aim for operational excellence. It is this transversality that makes it a powerful lever for breaking down organizational silos.

In concrete terms, lean rituals (daily stand-ups, performance points, Kaizen worksites, gemba walks) are designed to bring up irritants from the field and involve teams in problem solving. This dynamic also feeds the motivation of the teams, who find meaning in the concrete improvement of their workstations.

✅ Things to doTrain local managers in lean leadership; institutionalize a short ritual (15 min) of animation of the performance; promote the ideas for improvement reported by the operators. ❌ What to avoidImpose lean from headquarters without a field diagnosis; Transform dashboards into control tools. neglecting the training of production teams.

4 — Continuous improvement (Kaizen)

To be sustainable, lean must be part of a structured continuous improvement process . This logic is based on short cycles (PDCA — Plan, Do, Check, Act) and on an arsenal of proven tools: 5S method, Kanban, Six Sigma, Kaizen, just-in-time, SMED, Poka-Yoke. A well-constructed continuous improvement sheet makes it possible to trace each project and measure the return on investment.

Continuous improvement is increasingly combined with agile methods : short iterations, multidisciplinary teams, incremental deliveries. This lean-agile convergence is particularly suited to support functions and transformation projects.

5 — Flow optimization and digital lean

The fifth pillar is to regulate and streamline production flows, whether parts, information or decisions. Value stream mapping (VSM) visualizes all steps, identifies bottlenecks, and quantifies wait times between operations.

The major development of recent years is the integration of digital technology. Lean management remains essential in 2025, with growing adoption in all sectors (including services and the public sector), integration with digital technologies such as AI and IoT, and the need to adapt the approach to contemporary challenges (ecology, digitalization). The risk of superficial application, known as lean cosmetics, remains the main pitfall to be avoided.

This dynamic is part of the broader Industry 4.0 movement: IoT sensors to control machines in real time, artificial intelligence for predictive maintenance, digital twins to simulate flows. However, the field remains mixed: an INSEE study reveals that only 10% of French companies with more than ten employees were using at least one AI technology in 2024, compared to 6% a year earlier. Digital lean is therefore a major differentiator for organizations that commit to it early.

Lean management in French industry: where do we stand?

The spread of lean in France is now well documented. The Revue Française de Gestion Industrielle has provided an overview of the use of internal and external Lean in France, distinguishing between internal control practices (5S, Kanban, SMED) and external practices (supplier relations, value sharing). French mid-caps and large industrial groups are among the most advanced players, particularly in the automotive, aeronautics, pharmaceutical and agri-food sectors.

To go further on the sectoral declination, our file on lean manufacturing in industry details the conditions for a successful deployment and the pitfalls to avoid during the scoping phase.

Industry examples of lean levers

• Automotive industry and suppliers : SMED to reduce changeover times, Kanban and just-in-time to manage logistics flows.
• Aeronautics : VSM and Kaizen shipyards to make assembly line production more reliable.
• Banking and insurance : lean office applied to underwriting, KYC and claims management processes.
• Health and pharmacy : 5S in the operating room, optimization of patient flows, lean applied to the production of medicines.
• Public services : continuous improvement in the processing of files and user relations.

How to succeed in a lean deployment in your company?

Beyond the tools, the success of a lean approach is based on three structuring conditions:

1. A visible sponsorship from the general management. Without executive support, construction sites quickly run out of steam. The roles of the operational management are decisive in anchoring the approach in the long term.
2. An increase in the skills of middle managers. They are the ones who animate the rituals on a daily basis and embody lean leadership with the teams. The challenges of middle management are at the heart of the transformation.
3. Rigorous measurement of results. The right performance indicators make it possible to objectify the gains and to prioritize the projects with the highest impact.

The contribution of an external perspective is often decisive during the framing. An experienced interim manager brings the method, the leadership posture and the ability to federate teams around a clear roadmap.

Are you considering a lean deployment or the revival of an operational excellence approach?

Wayden mobilizes senior interim managers, specialists in lean management and operational excellence, to steer your transformation projects.

Talk to a Wayden Expert

FAQ — Lean management in business

What are the 5 fundamental principles of lean management?

The five pillars of lean are: (1) defining value from the customer’s point of view, (2) mapping the value chain and eliminating waste, (3) establishing continuous flows, (4) driving production according to actual demand, (5) aiming for perfection through continuous improvement (Kaizen).

What concrete results can be expected from a lean approach?

The first lean projects produce effects in a few months: reduction of crossing times, improvement of the fulfilment of delivery commitments, reduction of non-conformities, reduction of stocks and the surface area used. A complete Lean Six Sigma transformation nevertheless takes 2 to 3 years.

What is the difference between lean management and Six Sigma?

Lean targets the reduction of waste and the fluidity of flows, while Six Sigma aims to reduce process variability using statistical tools (DMAIC). Combined under the name Lean Six Sigma, the two approaches reinforce each other.

Is lean management suitable for French SMEs and mid-caps?

Yes. Lean adapts to all sizes of organizations. French SMEs and mid-caps can start with targeted projects (5S, VSM, performance management) before structuring a complete continuous improvement approach.

What is digital lean?

Digital lean refers to the integration of digital technologies (IoT, AI, digital twins, analytics) into the lean approach. It makes it possible to industrialize data collection, automate certain controls and accelerate decision-making in the field.