This thesis examines the quick service process of a vehicle service center and proposes improvements using Lean principles to enhance efficiency and customer satisfaction. Through tools such as Value Stream Mapping (VSM) and Root Cause Analysis (RCA), key inefficiencies like delays in parts procurement, excessive movement, and lengthy administrative tasks were identified. To address these issues, a Centralized Data Management System, Kanban system, and 5S workplace organization were implemented. These solutions reduced lead times by 26%, saving 25 minutes per vehicle, and increased process efficiency to 66.2%. A financial analysis demonstrated that the proposed changes are cost-effective, with a payback period of 1.85 years and significant annual savings. This research highlights the adaptability of Lean tools in service environments and provides a framework for improving operational performance in similar contexts.