Abstract Through the petroleum industry history, it is known that different techniques have been implemented to optimize process which means reduction of operation non-productive time and costs. As an important stage of the continuous improvement and incident management, root cause analysis takes importance and aims to eliminate those causes which significantly impact the efficiency of the operations. Historically, different cause analysis has shown that 30% of the Artificial Lift Field Operations in Colombia involve reprocesses, low standardization, deficient conclusions in incident analysis, improper tooling preparation prior to the service and low tooling availability in terms of reference-functionality, ergonomics, or quality. A challenging strategy and methods have been designed to solve the problems and reduce reprocesses in operational activities. The strategy implemented was performed based on Lean Six Sigma which aims to reduce the time defect and variability to identify what makes a process slow and how delays could be eliminated and fix further issues along the way. The challenge starts implementing Lean methodology that aims to remove any part of the process and doing more with less while doing better. In order to accomplished, particular strategies such as 6s methodology for process improvement: Safety, Sort, Set in order, Shine, Standardize, and sustain; and DMAIC methodology for incident management: Define-Measure-Analyze-Improve-Control implemented for Well Field Services takes importance and are the column of the strategy, focuses on cultural mind change over people who perform the activities in the field. This paper will discuss the different stages of the case history strategy which involves, standardization to reduce reprocesses, execution of DMAIC methodology where incidents occur, increase customer perception and expectations due to the audits results improving scores in 15%, tooling preparation in Field Services from 3 hours to 30 mins and also reduction in the number of hand tools in 10%. As consequence, the weight to move them to the field was reduced as an ergonomic improvement. Also, higher order and cleanliness that extends lifespan of tools and toolboxes was obtain reducing additional purchase costs. On the other hand, a cultural changing in field personnel was performed to raise the level of participation and involvement in selected activities for the strategies and exceed the customer expectations. Adapting strategies that have been widely documented as a case of success in Manufacturing industries and implementing them to Artificial Lift Field Service operations is clearly possible bringing visible improvements and significantly increase efficiencies.