I. Lean Production and Tools Lean Production (LP) is a well-known business strategy which relies on eliminating waste and continuous improvement. The strategy is literally a model of Japanese culture and the concept of living in which everything has to be done perfectly and with respect to market needs. Although LP is described and documented in many publications, some organisations still face failures during lean implementation. There are various critical factors for lean implementation success, but the essential part of every lean implementation are lean tools. The reason for that lies in the fact that new culture cannot be adopted without visible practices. One needs something solid, something people will follow and something that will eventually become organisational culture. Lean tools are nothing more than visible practices. There are more than a hundred lean tools and they each represent a small fragment of Japanese culture. Lean tools implementation sequence can define whether or not your restructuring strategy will be successful. The trick is to launch a certain lean tool or a pair of lean tools at a certain time to keep the momentum of continuous improvement. If you miss launching a proper lean tool at a proper time, you will stop the progress and lose the momentum. The real magic is to launch just the right lean tool at just the right time. II. Study on Lean Tool Implementation The essence of LP is to eliminate waste, with each waste reduction effort being supported with lean tools. The question is this: will some lean tools reduce certain types of waste better and faster than others and when? Taiichi Ohno has classified several distinct types of waste. Specifically, every organisation generates eight types of waste: surplus production, excess transport, waiting, excess processing, redundant stock, unnecessary movements, fallouts and insufficient use of employee potential. It is the responsibility of the company management to strive to and achieve continuous reduction of all types of waste. Each lean implementation is driven by a different lean toolbox since every organisation has its own objectives. However, literature review has revealed that some lean tools are more frequently used than others. Those tools are: 5S, Bottleneck Analysis, Continuous Flow, Value Stream Mapping (VSM), Heijunka (level scheduling), Hoshin Kanri (policy deployment), Jidoka (autonomination), Just-In-Time (JIT), Kaizen (continuous improvement), Kanban (pull system), Key Performance Indicators (KPIs), Muda (waste), Andon, Overall Equipment Effectiveness (OEE), Plan-Do-Check-Act analysis (PDCA), Poka-Yoke (error proofing), Root Cause Analysis, Single-Minute-Exchange of Dies (SMED), Visual Factory, SMART goals, Standardised Work, Takt Time, Total Productive Maintenance (TPM), Gemba (the real place) and Six Big Losses. To put it simply, there are twenty-five basic lean tools. The guiding concept of this study was to address major operational features of the lean implementation process, with the ultimate goal of detecting the best lean tools for reducing waste, in accordance to Taiichi Ohno’s eight types of waste. The research was conducted in Croatia during 2017 and 2018, in the form of a questionnaire which narrowly focused on the relations between the twenty-five basic tools and eight types of waste. The questionnaire was divided in four segments, each of which was designed to reveal a certain aspect of lean: (1) The first segment of the questionnaire was aimed at revealing the data about the size, maturity, starting time of going lean, motivation, goals and type of restructuring process organisations wanted to achieve. (2) The second segment of the questionnaire was made in the form of a scoreboard, where respondents gave information about their waste prior to lean implementation, according to Taiichi Ohno’s types of waste. (3) The third segment of the questionnaire was based on the lean tool implementation framework, where respondents gave information on the sequence of lean tool implementation. (4) The last segment of the questionnaire was made in the same form as the second segment, as a scoreboard used by respondents to answer questions about improvements they noticed, all in accordance with Taiichi Ohno’s types of waste. This segment of the questionnaire was designed to function as feedback about the lean implementation success. Altogether, three hundred organisations were contacted and only sixty-three of them reported they had used or still use lean philosophy. The study involved all the sixty-three organisations, and all the statistical analyses were conducted in SPSS. III. Results There are numerous reasons why lean philosophy should be made an industrial standard. This study has confirmed and revealed the following: • Lean philosophy is generally used for operative restructuring; • Organisations predominantly try to increase their efficiency, profitability and productivity through lean; • Most frequently used lean tools are Standardized Work, 5S, Kaizen (continuous improvement), Key Performance Indicators (KPIs), Value Stream Mapping (VSM), Bottleneck Analysis, SMART goals, etc.; • Statistically significant lean tools for waste reduction are: Total Productive Maintenance (TPM), Poka-Yoke (error proofing), Kaizen (continuous improvement), 5S, Kanban (pull system), Six Big Losses, Heijunka (level scheduling), Takt Time, Andon, Overall Equipment Effectiveness (OEE), Single-Minute-Exchange of Dies (SMED) and Key Performance Indicators (KPIs); • Best lean tools that reduce several types of waste are: TPM, Poka-Yoke, Kaizen, 5S and Kanban; • Best lean tools for reduction of surplus production are TPM and Six Big Losses; • Best lean tools for reduction of excess transport are Poka-Yoke, 5S, Heijunka and Kanban; • Best lean tools for reduction of waiting time are Takt Time, Andon, 5S and TPM; • Best lean tools for reduction of excess processing are Poka-Yoke and TPM; • Best lean tools for reduction of redundant stock are OEE, Kanban and TPM; • Best lean tools for reduction of unnecessary movements are SMED, Kaizen and KPIs; • Best lean tools for reduction of fallouts are Poka-Yoka and Kaizen; • Best lean tools for reduction of insufficient use of employee potential are TPM and Kaizen.