The purpose of this study is to conduct a critical analysis of the effects of Lean Office on the design process of the banking units of a financial company and how the implementation of this philosophy may contribute to productivity, thus reducing implementation time. A literature review of the Toyota Production System was conducted, as well as studies on its methods, with advancement to lean thinking and consistent application of Lean philosophies in services and Office. A bibliographic and documentary survey of the Lean processes and procedures for opening bank branches was taken. A Current State Map was developed, modeling the current operating procedures. Soon after the identification and analysis of waste, proposals were presented for reducing deadlines and eliminating and grouping stages, with consequent development of the Future State Map, implementation and monitoring of stages, and the measurement of estimated time gains in operation, demonstrating an estimated 45% reduction, in days, from start to end of the process, concluding that the implementation of the Lean Office philosophy contributed to the process.