Born in manufacturing environment, only recently Lean Management has been implemented in service context. However, in literature we didn't find a strong empirical evidence to clarify how Lean Management can be applied in a pure-service context, such as banking/financial services, where there is an intensive use of automation and Information Technology Systems. This work aims to define a methodology to streamline and automate processes and reduce waste in the pure service-providing companies. To achieve the study aims we conducted three case studies. Based on the empirical investigation, a framework was developed. We found out that the automation of a process not streamlined can generate problems that can slow down the flow and increase errors. A process must be mapped to highlight waste. Only when the new process is streamlined it can be automated. In doing so the new process will automate only value-added activities recognized by the customers.