Few farmers are dedicated to critically examine their production processes. When something needs to be improved, the focus is on production with a concentration on the biological. But the profitability of a company is created by the production (what I do) and organization (how I do it). Agricultural advisory services are well developed in Sweden with services related to biological production (crop production planning, soil mapping, etc.) but there are no corresponding activities in management and organization. Lean production originates in philosophies and approaches that have been developed at Toyota. Examples of some focus points in Lean are customer focus, minimizing wastage, robust and sustainable systems, and to see the employees as an important resource.

The study was conducted on three major cereal farms practicing precision agriculture. Based on three farm visits management concept Lean Production were adapted to the Swedish grain production and introduced on farm level. Necessity analysis was conducted and the improvement work initiated. In parallel with lean work checklists were developed to reduce the farm's carbon footprint.

The method to analyze the grain producers operations by meeting the owners, managers and employees and ask questions and discuss both individual and group has proved excellent. The companies have received a first system and tools to constantly be better by involving employees in the improvement process. Improvement work can also be seen as an opportunity for owners/managers to manage a structured improvement against targets. By visualizing the farms had a clearer communication both in daily work and in daily governance. The visualization has also given farm tools to create better order. Examples of wastage identified in the project are the lack of communication and leadership, and lack of orderliness.

Applying Lean Production in grain production on farm level has great potential in that it involves a structured way to lead the work on the farm with a focus on continuous improvement.

The method developed in the project is no universal method; each farm business is unique and therefore it has to be adapted to each farm. The method can work as an inspiration to advisors and farmers that are interested in initiating the Lean process into their business.

The leadership on farm level is very important. It is inquired for by the employees, responsibility has to be delegated and guidelines and working procedures have to be clear.

The number of farm visits were too few, the need of coaching are bigger than what was included in the project.

The checklists to reduce the farm's carbon footprint were possible to insert as part of the ordinary process of improvement.

A great work is left to the farmers to continue with the improvement after the project.