The purpose of this paper is to find out how to reduce waste and rework in the manufacturing of rolling mills by means of synergies between concepts and tools of Lean Thinking, Six Sigma and Kaizen. For this, concepts of Lean thinking, such as 5S, standardization, pull production and maintenance, and Six Sigma tools, such as Pareto, root cause, cause and effect, were applied in a real case through the PDCA cycle in order to achieve incremental and continuous improvements. This study presents an operational interruption analysis in profiles rolling mills and bars, developed with the support of a steel company. The study was performed by analyzing the operational interruption records related to guidance equipment in order to identify the fundamental causes of the interruptions, helping in their subsequent minimization or even elimination. The analysis included the equipment assembly and maintenance parameter, physical conditions and performance during operation. As results, the equipment assembly and maintenance cell has undergone a layout change aiming higher functionality, the equipment was standardized, and the employees were trained by the manufacturers. Therefore, the applied solutions have been proven effective with superior results than 35% of reduction and tending to stabilize the process.