Background. Lean management is nowadays one of the most dominating management concepts within the industrial and service environment, providing compelling business benefits to many companies. At the same time, its potential application in the non-governmental organisations, has not been extensively researched, yet. Filling this gap may significantly improve the operational performance of many NGOs.

Research aims. The goal of this paper is to verify applicability of the 5-step lean management process in the NGO environment and identify potential barriers, which may impede this process.

Methodology. The method used in the research is a single-case study of a lean thinking implementation project within the Wrocław Food Bank. During this project, the Bank went through the full 5-step lean management process, which consists of value identification, value stream mapping, creation of flow, establishing pull, and seeking perfection. Participation in the project enabled the author to gather qualitative and quantitative data, which was used to the answer research question and achieve the research objective.

Key findings. The research shows that application of the 5-step lean management process in NGO environment is possible, however physical implementation of its guidelines can be strongly impeded due to multiple constraints, which non-governmental organisations are facing. The main lean implementation barriers include lack of traditional customer-supplier relationship, project-based activity, complicated operational rules and regulations, and limited budget. Successful lean implementation requires, therefore, strong leadership commitment, which would drive transformation efforts and remove these obstacles.

Background. Lean management is nowadays one of the most dominating management concepts within the industrial and service environment, providing compelling business benefits to many companies. At the same time, its potential application in the non-governmental organisations, has not been extensively researched, yet. Filling this gap may significantly improve the operational performance of many NGOs.

Research aims. The goal of this paper is to verify applicability of the 5-step lean management process in the NGO environment and identify potential barriers, which may impede this process.

Methodology. The method used in the research is a single-case study of a lean thinking implementation project within the Wrocław Food Bank. During this project, the Bank went through the full 5-step lean management process, which consists of value identification, value stream mapping, creation of flow, establishing pull, and seeking perfection. Participation in the project enabled the author to gather qualitative and quantitative data, which was used to the answer research question and achieve the research objective.

Key findings. The research shows that application of the 5-step lean management process in NGO environment is possible, however physical implementation of its guidelines can be strongly impeded due to multiple constraints, which non-governmental organisations are facing. The main lean implementation barriers include lack of traditional customer-supplier relationship, project-based activity, complicated operational rules and regulations, and limited budget. Successful lean implementation requires, therefore, strong leadership commitment, which would drive transformation efforts and remove these obstacles.