This qualitative study involves the implementation of Lean and Kaizen methods in a Swedish service industry. Lean philosophy is based on a method to achieve more with less. In practical terms this means that the use of an organization's resources is improved. The origin of Lean is the Toyota Production System. Now, Kaizen methods give managers and employees a better more efficient system to reach their goals within the organization or company. The distinguishing feature of the Kaizen approach is that, contrary to Lean management, it is led from the top but driven from below. In this respect Lean &amp; Kaizen are complementary and provide two sides of the same efficiency coin. This study was conducted using semi-structured interviews and secondary data. The implementation of Lean is described within a Swedish company, UBC, which today manages more than 600 condominiums. UBC was founded in 1931 and part of the operation is still under construction. The reason why UBC chose to implement Lean &amp; Kaizen was to be more competitive than other similar companies. The new management came in 2009 and elected new strategies and reorganization with an aim to improve efficiency. With the help of the study, which is controlled by the frame of reference, I managed to identify all the elements that appeared in Lean and Kaizen implementation. In all scenarios these were both positive and negative. A conclusion is that to succeed with this implementation everyone should be involved. Managers, employees and even customers must understand that they work within a tough financial framework and that the management has chosen new ways to succeed. The selected route is not the easiest to go and is more reminiscent of a mountain road than a straight motorway, but eventually with perseverance this road can lead to a better life for all participants. / <p>inte koplat analys modell</p>