This article focuses on the hybridization of LEAN Management in the Chinese context, with the objective of analyzing the difficulties of adopting LEAN Management in companies and experimenting with practices that allow for a successful hybridization between the cultural specificities of companies and a standardized management method of Japanese origin. This work is based on an intervention-research case in a Chinese industrial company located in Tianjin. It aims to better understand how Chinese cultural specificities impact the company's performance in the implementation of LEAN Management in order to experiment a virtuous process of hybridization and enable an improvement of the overall and sustainable performance.
