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Lean manufacturing (LM) has attracted the attention of industries all over the world. Many operation managers have implemented or will be implementing LM because of the benefits reported by other companies or because their customers have demanded it. This paper aims to present a case study of a medium‐sized valve manufacturer in which the decision of implementing LM is made by analyzing the capabilities, practices, tools and techniques of alternative manufacturing systems apart from understanding its effect on the decision areas of the operations department.