Two of the most common ways to streamline operations today are the introduction of Lean and making investments in information technology (IT). While companies have long been investing in IT, Lean has now become an established option. However, lean and IT are not mutually exclusive. Lean is based on continuous, local and often small-scale change, while IT implementation is often based on single, centralized and large-scale investments. Once the new information systems are implemented, IT tends to make processes rigid and difficult to change. Therefore, companies that are good at Lean often use less IT support for the core operational processes, or they use IT differently than most other companies. Our study explores this contradiction and how it can be overcome. The project is exploratory and is guided by the following four questions: (1) How does the tension between Lean and the use of IT manifest itself in practice? (2) In what ways do organizations using Lean deal with these challenges and how do they overcome them? (3) How can the relationship between Lean and IT be characterized and understood theoretically? (4) How can organizations use IT resources to support Lean practically? The research team has extensive experience in both Lean and IT implementation. The aim is to fill the knowledge gap between these two areas and to produce academic research at international level in this important and so far only marginally researched area.