Today's industrial companies face a paradox: they must be innovative in order to hold onto their markets and at the same time perform from an operational point of view. This requirement sees them embarking on improvement approaches such as Lean management to reduce organizational slacks. The organization becomes leaner in its processes but routines are less and less present in their standard operations, meaning that day-to-day uncertainties increase. This situation exposes them to industrial crises. This article looks at the management of industrial crises in a company making bespoke equipment for the energy sector (low volumes, high customisation) and which has for a year now faced a series of serious quality incidents resulting in production stoppages which potentially impact the functioning of the equipment. These incidents have generated a feeling of uncertainty internally as to control and the reliability of the production process. Analysis of these incidents reveals failures in the articulation of the different stages of the process which are segmented into major, relatively partitioned, functional sectors. This article therefore contributes to thinking on transboundary risks, taking into account internal boundaries in an organization.