When striving for minimizing waste and lead time reductions, companies should focus on only doing the activities that creates value for the customer. All the things that are adding cost and no value to the customer is considered as waste and should be eliminated. This thesis aims to examine how manufacturers can achieve lead time reduction and minimize waste. In order to get a deeper understanding of how waste can be minimized the author chose to do a case study at a production site. Lionweld Meiser is a company located in Dubai that produces gratings from the specific requirements of the customer. To find out what kinds of waste that was hidden in the company a Value Stream Map was built over the production area of gratings. All the processes as well as activities involved in the production of gratings where mapped and timed. During the observations and interviews in the production line many different wastes was found and highlighted for the company. This resulted in a 6 days Kaizen Workshop to try eliminating some of the wastes in the fabrication process to reduce lead time. The Kaizen Workshop resulted in a reduction of 38 minutes and 59 seconds for 3 fabricators to assembly 12 pieces of grating each. This study concludes that to minimize waste and reduce lead time, manufacturers have to utilize people capabilities and analyze activities with the question: is this adding any value to our customer? Walking the Gemba and focusing on leadership to encourage personnel to achieve maximum potential for process-improvements will help manufacturers to reduce waste and time.