This paper proposes the application and implementation of the lean thinking methodology at a company dedicated to selling vehicles, spare parts, and post-sales services. For these purposes, tools such as process maps, flowcharts, indicators, system layout planning tools, and 5S implementation are used, supported by training sessions for process participants. As a result, customer complaints were reduced by 0.13% per month, and the number of work orders handled by the site increased by 0.38% per month. Moreover, a 0.32% increase in man/hour productivity was reported, leading to a 44.32% decrease in Duster vehicle delivery times.