The aspects that came from Henry Ford's innovation caused some problems, since many parts were produced in large scale for a single car model. The result was huge amounts of unused stock and a high level of waste. In this context, the Toyota Production System or, as it is known, the Lean System (commonly called Lean Production System) emerged in Japan. Although this model proved to be very promising in terms of productivity and optimization of resources, it was identified - also - the need to devote more attention to the well-being of workers, since the Lean Production System (LP) also impacted the Psychosocial Factors (called by the International Labor Organization as aspects of working conditions, organizational structure, and culture, among others). Aim: to verify whether there is an impact on Psychosocial Risks (PR) in professionals who hold leadership positions within the context of companies that have implemented LP. As a research strategy, a questionnaire was developed and applied to evaluate the organizational conditions perceived by these professionals. As a result, it was possible to identify that there is no influence of LP on psychosocial risks. It was concluded that, when identifying evidence of LP impact on well-being in the work environment, these impacts were perceived positively by the respondents.
Keywords: Lean System; Lean Production; Psychosocial Risks.