The side negative effects of Lean Management implementations are well known among practitioners. Recently they became a subject of systematic research. This paper presents conclusions from a causal analysis of the unlikely results, which were identified along case studies. The research was conducted in the machine building industries in EU. The insights from interviews and expert-panels were systemized by cause-and-effect models, thus suggesting the root causes of the negative effects. The synthetized results are considered herein as an input for constructing a method for multi-perspective assessment, to enable better planning and control of the Lean Management implementations.