The article argues that lean production (LP) is essentially an integrated socio-technical system aimed at eliminating waste by reducing both internal and external variability, with the goal of maximizing efficiency and minimizing costs while striving for zero waste. The authors argue that organizations must continuously reassess and adapt their management methodologies to fit the evolving, uncertain, and complex realities of modern project environments. The transition to digital production environments introduces new challenges, including organizational culture shifts and technology integration, but also offers significant opportunities through the synergy of digital tools and lean methodologies. The article highlights the importance of advanced planning systems (APS) powered by artificial intelligence and digital twins for real-time data processing and process simulation, enabling more accurate and rapid decision-making. Furthermore, the relationship between company size and the perceived effectiveness of lean transformation is examined. The article suggests that successful implementation requires a step-by-step approach with the involvement of all organizational members and is closely linked to organizational change management. The authors integrate findings on the role of the lean manager within a change management framework, underscoring the importance of leadership, teamwork, empowerment, and communication in driving successful lean transformation.