Lean and green production was introduced to the western manufacturing industry nearly thirty years ago. The essence of the new business model was to eliminate waste through lean tools according to Taiichi Ohno's eight categories of waste. Many companies became more competitive with waste reduction techniques but some of them faced, and still are facing failures. Such failures are closely related with misapplication of lean and green tools, and its sequential order of implementation. In order to define most powerful lean tools for reduction of certain types of waste, a study was made among lean companies. The concept of a study was to define best lean toolbox for reduction of each category of waste and to determine right sequential order of lean tools implementation. Stepwise multiple regression model revealed that Total Productive Maintenance, Poka-Yoke, Kaizen, 5S, Kanban, Six Big Losses, Heijunka, Takt Time, Andon, OEE, SMED, and KPIs are best waste management techniques. Nevertheless, it has been demonstrated that 5S, Kaizen, Kanban, Poka-Yoke and TPM are highly recommended for start of every lean manufacturing initiative.

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Every automotive company is using ISO/TS 16949 standard for automotive industry. According to this standard of Process failure mode and effect analysis (PFMEA), is obligatory. Also, the application of lean in automotive industry is a trend nowadays. Both, PFMEA and lean have the same main purposeidentification, prevention, and correction of failures during the production process. But, PFMEA have many shortcomings. In this paper, an integrated lean approach to PFMEA for solving specific shortcomings, is presented. This approach is new and it has not been used until now. Lean approach (tools and principles), were integrated in PFMEA. The new approach to solving PFMEA was presented in algorithm form. Some of those lean tools and principles integrated in PFMEA are: Genchi Genbutsu, Kaizen, standardized work, Jidoka, and 5 why. The approach presented was realized in a case study from automotive industry where traditional approach to PFMEA was compared to the new lean approach integrated to PFMEA. Changed and improved conditions were: number of team members, the actions taken, identification of failures, change of Severity (S), Occurrence (O), detection (D) and risk priority number (RPN) values, reduced S, O, D, and RPN values after taken actions, RPN with value over 100, and S, O, D indexes with value over 8.

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