| Summary: | Nowadays, companies are in an environment of constant change and competitiveness, especially given the financial instability of some economies and the consumer´s awareness of their power and demanding in product and service specifications. Therefore, organizations are increasingly seeking recognition in the market not only for their quality but also for their efficiency and rapid response to changes. In this context, many methodologies have emerged to address the external factors that make markets extremely volatile. Of these various methodologies, Lean stands out as a form of management, consisting of practices and concepts of continuous improvement and waste reduction throughout the value chain, aiming at consumer satisfaction. Lean is also a way of thinking, with the goal of developing people's skills by creating a culture where everyone is encouraged to use their thinking, knowledge and skills to solve problems and to improve constantly and continuously. But even if Lean can be applied across all industries and services, it is not a simple change. To achieve this, there must be a strong sense of leadership from top management to the end of the hierarchical structure. It is also important to evaluate and monitor their performance in organizations. In this context, the objective of this Case study is to understand how such a developed company as EDP (Energias de Portugal), more specifically EDPP (EDP Production), applies and monitors the Lean methodology. It is intended to evaluate the balance between the results obtained from this methodology in a developed company and the investment required.
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