The concept of “Lean Production” is one of the most promising directions for the development of modern processing industries. In addition to the development of equipment and technologies, in terms of ensuring the quality and competitiveness of enterprises, we must not forget about the main factor for encouraging development and stable work – human resources. It is the competent management work with specialists that promotes the optimization of technological processes, reduces production costs, and promptly solves emerging problem situations with the development and implementation of a corrective action plan. The article considers the introduction of the lean system at one of the largest processing enterprises in the North-Western region of Russia – OJSC “Velikonogorodsky Myasnoy Dvor”, Veliky Novgorod. The company started implementing this concept only recently – in 2019 and has not yet managed to get significant financial results. At the moment, the company’s specialists are at the initial stages of the lean production system implementation - the types of losses that occur at the enterprise have already been identified, and measures to eliminate these losses have been worked out. During the new system’s implementation period, it was found that the proposals for a technical improvement received by the management from ordinary employees of the enterprise are difficult to implement in the production process, as this complex task requires quite a lot of time. Only 18% of all proposals for a technical improvement were put into production throughout the concept implementation period. However, even such a small number of implemented ideas brought the company significant economic profit, which makes it possible to call the lean system introduction at processing enterprises a promising task.