While the concept of lean was initially used to refer only to production processes, over time, the term has been extended to encompass management style. Lean Management has gained attention in fragile economic models and traditional cost-based competitive approaches, with significant implications for organizations' health, well-being, and competitiveness. Lean Management has thus been used as a powerful approach by which businesses respond to serious organizational problems. The main goal of Lean Management is to reduce waste and maximize value in the process of goods and services. The multifaceted changes experienced have made it necessary to rapidly abandon all structures and managerial frameworks based on one-sided, single-layered, narrow perspectives prioritizing the upper levels, creating waste far from benefit and efficiency. At this point, it was stated that businesses that want to improve themselves continuously, not all at once, should restructure themselves with the philosophy of creating value within the framework of the changing paradigm. While Lean Management provides high value creation based on process competence and process improvement in all organizational layers and with a holistic approach, it has started to be ahead of all modern approaches with its fully participatory structure that rejects the culture of waste. Lean Management has thus become the approach most strongly embraced by leaders with its philosophy of being sustainable with a culture of continuous improvement and creating value at every managerial level from the bottom to the top, which past production, management, and competition approaches could not provide. This study aims to explain this transition through the definition, origin, philosophy, culture, and modeling of Lean Management.