The present study addresses the pervasive issue of delays in machinery repair services within the mining and construction sectors, which are critical to maintaining operational efficiency. The motivation for this research stems from the significant negative impacts of these delays, including missed deadlines, customer dissatisfaction, and financial losses. The study aims to mitigate these challenges by implementing Lean Service methodologies, including 5S, Kaizen, and Value Stream Mapping (VSM), to optimize repair shop processes. The proposed improvement model consists of six stages: Lean Solution, Lean Education, Lean Application, Monitoring and Control, Feedback, and Continuous Improvement. Each stage focuses on specific aspects of process enhancement, from establishing a quality policy and training staff in Lean principles to implementing practical tools such as 5S for workspace organization and Poka Yoke for error prevention. The model also incorporates continuous monitoring, feedback systems, and the Kaizen philosophy to sustain long-term improvements. The implementation of this model yielded notable results. The repair time was reduced by 46%, showcasing a substantial decrease in turnaround time. The 5S audit score improved by 46.27%, indicating enhanced organization and cleanliness in the work environment. Productivity increased by 26.31%, reflecting a higher capacity for repair activities. Additionally, the number of units in process was reduced by 55.55%, demonstrating improved workflow and efficiency. These indicators confirm the effectiveness of the Lean Service approach in addressing delays and enhancing overall operational efficiency in machinery repair services.