Born in manufacturing environment, only recently Lean Management has been implemented in service context. This paper aims to define a methodology to streamline and automate processes in pure service-providing companies. Based on a multiple case study, we found out that the automation of a process not streamlined could generate problems that could slow down the process flow and increase errors. Only when the new process is streamlined it can be automated. In doing so the new process will automate only value-added activities recognized by the customers. From such considerations we propose a research framework and a set of propositions for enabling lean management adoption in the pure service sector focusing on the role of automation and information systems.
