This study explores how employees in a small company experience the change process and their engagement following a Lean implementation. The study applies a qualitative research approach based on a case study, with data collected through semi-structured interviews. The analysis was conducted using thematic analysis, resulting in three main themes: challenges, opportunities, and engagement. The findings show that the change initially met resistance and concern among employees. Over time, employees experienced an improved work structure, clearer planning, and a more efficient workflow. Increased workplace calm, enhanced collaboration, and a stronger sense of teamwork also emerged as outcomes of the change process. Furthermore, employees reported a greater sense of meaningfulness in their work, strengthened psychological safety to express improvement suggestions, and gradually increased availability, where workload and stress decreased. The study demonstrates that Lean can create positive changes both organizationally and psychologically, provided that the implementation is carried out with a long-term perspective and includes clear communication, and continuous leadership support.