Manufacturing businesses that use complex production systems face major challenges in establishing an efficient procedure to maximize throughput. Such businesses would need a significant number of workers and process improvement resources to sustain expansion and offer high-quality products to their consumers. This can only be accomplished by implementing a chain of value-added activities built with the help of lean-based techniques capable of producing highly efficient processes. To that purpose, this research was done, and lean manufacturing-based value-added procedures were established on the shop floor. The study concentrated on conventional truck body manufacturing company called Delta-Waseca that have been dealing with concerns including low production rates, lengthy lead times, problems with material flow, nonlinear layout, delayed client deliveries, and poor quality. A methodology was developed that involved applying process improvement techniques to workstations with low efficiency. Utilizing a variety of methods, including time analysis, motion analysis, standard working procedures (SWP), value stream analysis, 5S, value layout, and bottleneck analysis, the research and implementation were carried out in key bottleneck regions. Production rates, quality, and customer service have all significantly improved because of the value-added process deployment. With the new procedure in place, the production rate grew to three trucks per day from the previous average of two trucks per day.