Construction SMEs frequently faced schedule slippage and cost overruns due to fragmented purchasing, unreliable inventories, and improvised staging, while prior studies highlighted the promise of lean logistics and Systematic Layout Planning in comparable contexts. This work addressed those urgent deficits by examining a Peruvian SME dedicated to infrastructure and remodeling projects. The research proposed an integrated production-management model and piloted it for four months, combining 5S to stabilize order, Kanban cards and boards to pull replenishment, and SLP to reconfigure the temporary warehouse and staging flow. The pilot achieved tangible gains: efficiency rose from 78% to 92%, cycle time dropped from 68 to 52 days (−23.53%), downtime hours fell from 1,118 to 459 (−58.94%), and economic impact improved by more than 58%. The study advanced practice-grounded evidence for SMEs and suggested socioeconomic benefits through faster delivery and leaner inventories. It invited further replications and lightweight digital supports after processes stabilized.