The elasticity of the lean system and management in Brazil
Since the dawn of human organization, the search for efficient ways to coordinate collective efforts has been central to societies. Throughout history, many management models have emerged. Some remained confined to specific periods or sectors, while others were overtaken by economic and social transformations. However, one relatively recent system has proven flexible and adaptable: lean. Originally created by Toyota, this model has spread across many sectors, going far beyond the automotive industry.
Its strength lies not only in its methods and techniques, but in its "elasticity" – the ability to renew itself, cross sector boundaries and remain relevant in contexts different from its origin. The lean system goes beyond a mere set of techniques: it is a management approach that continuously adapts to the needs of organizations. This versatility makes it applicable in a wide range of settings.
In Brazil, lean thinking gained momentum about 30 years ago and has shown growing relevance. Each new application reinforces that this system is not limited to isolated tools for industry, but is a management model for any organization. Its transformative potential shows up not only in factories, but in offices, hospitals, schools and even public administration.
An emblematic example came from Lean Summit 2025, in São Paulo, which brought together more than a hundred companies with inspiring journeys. A highlight was the experience of a law firm that adopted lean as the basis for its management. Interestingly, one of the founders was an engineer with experience in the automotive sector and extensive lean experience in industry. When he moved into law, he adapted these lessons, creating an innovative proposal for the sector.
At first, there was resistance: lawyers saw the method as exclusive to manufacturing, with no connection to their routine. Over time, however, results appeared: increased revenue, a better work environment and a higher quality of life for the team. Today, lean practices and concepts are part of the entire client relationship cycle, from first contact to after-service, proving the method's flexibility in the legal sector.
The firm applies kaizen to improve routines, daily management meetings to monitor indicators and identify problems, and value stream mapping to eliminate bottlenecks and waste. These techniques freed up time for partners and employees to explore new fronts, such as publishing books, teaching at universities and speaking at events. The impact was so great that it inspired other firms, promoting positive changes in the sector.
This case reflects a growing movement in Brazil and around the world. Hospitals use lean to reduce queues and improve the patient journey. Universities apply lean thinking to restructure administrative processes and curricula, raising efficiency and the satisfaction of students and faculty. Technology companies and startups integrate kanban and other lean tools to innovate faster.
The repercussion of the case caught the attention of James Womack, one of the people most responsible for spreading the Toyota system globally. In a recent interview, he praised the boldness of the initiative, highlighting the importance of professionals willing to innovate and with the courage to experiment with new approaches.
Brazil faces productivity challenges, but examples like this show that it is possible to overcome them in many sectors – not only factories, but offices, hospitals, schools and public administration. To raise economic competitiveness, it is essential to prioritize management systems focused on efficiency and the elimination of waste. We have been seeing benefits for 30 years, but now there is an urgent need to deepen their strategic application in business decisions. This movement may be the key to robust growth and a fairer, more productive society.
