Since its inception with Toyota, the lean approach has been a growing point of interest in various industries and organizations worldwide. However, the focus of attention, in terms of its application in the literature, has remained constant in improving the performance of production processes compared to improving that of offices. Instilling Lean as a strategic vision requires not only a focus on production but also other areas of the focal firm. This paper showcases a success story in a manufacturing company that has decided to opt for a lean office continuous improvement project through A3 problem solving tool to compenetrate the strategic vision of Lean Culture and to develop one first step for the creation of synergy with its production processes.