In modern conditions, the process of managing lean production flow in energy sector organizations is becoming increasingly important. Currently, all modern improvement trends, such as lean, are addressing productivity issues in both manufacturing and services, as well as in other sectors such as the energy industry. The resulting competition between different approaches contributes to these methods being applied and not producing any effective results. The division of modern concepts into competing systems prevents the spread of good ideas, which is another sign of the problem. There is currently no universally accepted definition of the productivity improvement problem and no single standard for evaluating competing technologies. There is little understanding of the relationship between financial metrics (such as cost, profit, and return on investment) and operational metrics (such as work in progress, cycle time, throughput, capacity, variability, inventory, delivery). There is little understanding of how operational metrics relate to each other. Therefore, there is no system to distinguish good from bad in terms of concepts, methods and tools. Energy companies inevitably resort to management of proven methods and tools.