This paper is part of a critical reflection on the way in which Chinese industrial companies apply Lean management and on their transformation towards a socially responsible organization with regard to workers. A literature review was carried out, supplemented by diagnostic interviews with 51 Chinese employees. The content analysis highlights the social impacts of Lean management and explains the causes of these impacts. Then, it will be seen that the analysis of the results of a socio-economic research-intervention case has made it possible to position inter-individual negotiation, derived from socio-economic management, as a concertation practice adapted to the cultural context of Chinese society and relevant to improving the socio-economic performance of Chinese factories that have applied Lean management.