Lean Management Research Articles

A Study of Lean Management Implementation

This study explores the implementation of Lean Management at Butterfly Gandhimathi Appliances, a leading kitchen appliance manufacturer in India. Lean principles like 5S, JIT, Kanban, and Kaizen are evaluated in terms of their impact on operational efficiency, waste reduction, and employee perceptions. Data were collected through structured questionnaires and analyzed using Chi-Square Tests, Correlation Analysis, and Percentage Analysis. The findings reveal significant improvements in production efficiency, quality, and employee satisfaction, although challenges such as lack of training and resistance to change persist. KEYWORDS Lean Management, Waste Reduction, Just-in-Time, Kaizen, 5S, Operational Efficiency, Employee Engagement

Modernizing Small and Medium-Sized Enterprises: A Lean Audit Model for Digital Integration

This study proposes an audit model to modernize artisanal manufacturing companies and facilitate their transition to Industry 4.0. Based on Lean Manufacturing, Lean Thinking, and Lean Management principles, the model enhances operational efficiency and competitiveness while considering the resource constraints of Small and Medium-Sized Enterprises (SMEs). It provides a structured approach to identifying key improvement areas and guiding digital transformation. The research follows a four-phase methodology: (1) a company assessment questionnaire to diagnose the current state, (2) a method matrix to analyze improvement strategies, (3) a dimension map to structure key transformation areas, and (4) prioritization of improvement dimensions to define a tailored action plan. A case study in an SME validated its applicability. Findings show that the model helps identify critical improvement factors and implement targeted Lean interventions, enhancing Industry 4.0 readiness. It enables a progressive adoption of digital enablers while optimizing traditional manufacturing processes. The originality of this study lies in its integrated auditing framework, structured around four dimensions and twelve key factors. It introduces a 48-question assessment tool, methods matrices, and prioritization mechanisms. Additionally, it defines four strategic development stages—Readiness, Start-up, In-transition, and Advanced—providing a roadmap for continuous improvement in SMEs.

Strategic Lean Leadership in Lean Six Sigma Projects for Manufacturing Excellence

Strategic Lean leadership is essential for successfully implementing Lean Six Sigma (LSS) initiatives, enhancing operational efficiency, and achieving manufacturing excellence in today’s competitive landscape. This study examines how integrating Lean, Six Sigma, and Total Quality Management (TQM) influences leadership strategies that improve organizational agility, resilience, and responsiveness to market changes. It highlights the vital role of leadership in fostering collaboration, maximizing resource utilization, and fostering a culture of continuous improvement. The Structured Lean Leadership Framework is introduced as a strategic tool for developing leadership capabilities critical to LSS success, addressing challenges such as weak leadership commitment, resistance to change, and communication barriers. By leveraging the DMAIC framework, key performance indicators (KPIs), and Voice of Customer (VOC) analysis, the study ensures alignment with business objectives, customer needs, and sustainability goals. Furthermore, it examines how integrating LSS with Agile methodologies can improve operational efficiency, governance, and innovation, enabling organizations to adapt more effectively to future challenges. This research offers actionable insights for executives, practitioners, and researchers, supporting leadership development, data-driven decision-making, and long-term value creation. Future research should focus on validating the Structured Lean Leadership Framework, examining the integration of Agile and LSS in regulated industries, and exploring how Industry 4.0 technologies—such as AI, IoT, and automation—can optimize both LSS practices and leadership, with a focus on leadership impact, project outcomes, and sustainability.

Barriers to Lean Manufacturing implementation for micro industries in Tanzania: Structural equation modelling (sem)

The study aims to identify barriers and examine their relationships in implementing Lean Manufacturing (LM) for micro industries in Tanzania. Using a survey design and purposive sampling, data was collected from 96 respondents through questionnaires. Descriptive statistics, Partial Least Squares Structural Equation Modelling (PLS-SEM), and the Relative Importance Index (RII) were used for data analysis. The study identified five critical barriers: lack of training, lack of investments, high investment cost, lack of motivation, and absence of a lean performance management system. It also revealed causal relationships between external, management, technical, and human-related barriers. These findings can help industries and stakeholders develop strategies to overcome these challenges before implementing LM. Such strategies will improve the success of LM implementation, enhance operational and financial performance, and contribute to Tanzania’s GDP growth. The study recommends that the Tanzania government should offer targeted training and collaborate with financial institutions to provide low-interest loans to micro industries. This is the first study focused on identifying barriers to LM implementation in Tanzania’s micro industries.

Creative management: cultural, strategic, structural, functional specifics

Understanding creative management is in demand in the social practice of people working in “creative industry” organizations. Today, a new culture of creativity is being created, connecting the practices of non- bureaucratic management and people creating products of artistic, scientific, and technical creativity. Creative management is an element of the culture of creativity, based on the “turquoise” philosophy. Creacracy culture regulates the value-oriented component of creative management, in which concern for the creative staff is primary in relation to the result of the project. The structure of creative management contains a human-centric value core, a set of principles and functions that characterize the strategy of delegation of authority. Creative management operates on the principles of lean management and is concretized in variable management tactics.Thrifty (understanding) personnel management is manifested in caring for employees, protecting them from professional burnout, and creating favorable conditions for their self-realization. Creative management culture practices are aimed at stimulating the creative ideas of staff and creating conditions for disciplined cooperation while fulfilling the temporal and financial standards of project organization. The empirical material collected by the authors illustrates the conceptual elements of the creative management structure.

Empowering Organizational Learning with Philosophical Tools of Lean Six Sigma in Service Sectors

Lean Six Sigma (LSS) has become a prominent methodology for improving efficiency and quality across various industries, including the service sector. However, its philosophical foundations are often overlooked, with many organizations focusing solely on its practical tools. This study aims to bridge that gap by integrating LSS philosophical tools into organizational learning (OL) processes, enhancing understanding and application. The research examines the relationship between key LSS philosophical tools—such as Lean Leadership, Lean Management, Lean Culture, Change Management, and Employee Engagement—and core constructs of OL: commitment, knowledge, and performance. LSS training modules were implemented in an IT and software development company in Penang, Malaysia, designed specifically for the service sector using the Analyze-Design-Develop-Implement-Evaluate (ADDIE) model. A quantitative approach was used, with Analysis of Variance (ANOVA) applied to questionnaire data collected from the organization. The results show that the LSS philosophical tools positively impacted OL, leading to improved performance, better knowledge dissemination, and increased organizational commitment. Although the findings demonstrate the benefits of integrating LSS into OL, the study is limited to a single service sector and focuses on only five LSS tools. Future research should explore additional LSS themes and test the modules across different service sectors to broaden the applicability of the results.

The Role of Applying Lean Management in Ports to Increase Customer Satisfaction "Applying to Suez Canal Container Terminal"

The Role of Applying Lean Management in Ports to Increase Customer Satisfaction "Applying to Suez Canal Container Terminal"

Роль цифровой трансформации в развитии сферы услуг

In the current highly competitive and dynamic environment, digital transformation is becoming one of the most important drivers of economic growth. This fully applies to the service sector, where the introduction of technologies such as artificial intelligence, big data analytics, cloud solutions, and mobile applications can significantly improve the quality of services, enhance their personalization, and make customer service as efficient as possible. The relevance of the study of digital transformation in the service sector has been proved, cardinal changes in the field of IT technologies not only contribute to the fundamental improvement of business organizations and their successful adaptation to rapidly changing market requirements, but also form new market requirements and consumer expectations. The role of digital transformation in the development of the service sector is considered with an emphasis on current trends and statistical data related to the introduction of digital technologies, the advantages of digital transformation are substantiated, and the challenges that organizations may face when implementing it are described. At the same time, the main focus is on the benefits of digitalization for businesses and customers, including improving the quality of services and optimizing business processes. From the point of view of the level of digital maturity, the leading industries in digital transformation in the service sector are identified, taking into account the main technologies they use. The relationship between digital transformation and lean management is investigated. Based on the synergy of the methodology of thrift and digital technologies, a new term “lean digitalization” is proposed for practical use, which not only expands the lexical baggage of specialists, but also creates objective conditions for the formation of a new concept combining the principles of lean management and digital transformation in order to form more efficient and customer-oriented business processes.

Lean Tools Implementation Model in Shipbuilding Processes Under Conditions of Predominantly Custom Production

The European shipbuilding industry is primarily active in the niches of building vessels with high added value characterized by individual demand or eventual orders in smaller series—the authors approach this research motivated by the desire to contribute to maintaining its competitiveness on the world market. To enhance business processes, shipyards have at their disposal, among others, digital technologies and Lean tools. However, the production of highly complex products in a business environment with complex inter-process relations among a large number of stakeholders also implies a highly demanding project of Lean methodology implementation. And according to the literature gap and available archival data, the outcome is very uncertain. Therefore, the authors conduct this research for the purpose of overcoming the risk of failure in completing the Lean implementation process with the aim of contributing to the transformation of the shipbuilding system into a smart and sustainable, or climate-neutral, one. As experts in the field of research and based on interviews with representatives of one of the European shipyards, the authors develop a Lean process management implementation model adapted not only to custom production in shipbuilding but also to other industries with similar characteristics. The model theoretically results not only in the successful closure of the Lean transformation process in an optimal time and at low costs but also in the simultaneous continuous improvement of shipbuilding processes during the implementation period. Moreover, the neutral influence of the business system’s organizational structure on the presented model adds originality to this study.

Optimization and Practice of Project Management Models in Real Estate Development

The complexity of real estate development projects demands efficient project management models. However, in practice, many real estate development projects face issues such as long cycles, difficult cost control, and inefficient resource allocation. Optimizing the project management model is crucial to addressing these issues. This paper explores the current state of project management in real estate development, analyzes the shortcomings of traditional management models, and proposes optimization methods based on lean management, informatization management, and risk management. Furthermore, the article presents practical cases to demonstrate the outcomes achieved after optimizing the management model. Finally, the paper summarizes the key factors for optimizing real estate development project management models and offers suggestions for industry development. The research aims to provide practical and feasible project management optimization solutions for real estate development companies to improve project execution and profitability.

Sustainable management practices, operational and sustainable performance in manufacturing contexts: empirical evidence from a developing economy

Purpose Sustainable management practices are crucial environmental initiatives implemented by manufacturing organisations to mitigate growing social and ecological problems and progress operational and economic successes. The theory of constraints highlights the essence of adopting sustainability practices, including green management, lean management, top management commitment and reverse logistics, to address production constraints and achieve manufacturing performance. However, more empirical evidence is required to determine whether sustainability practices affect manufacturing performance metrics in economies like Ghana. This research establishes whether adopting sustainable management practices impacts manufacturers’ operational and sustainable performance. Design/methodology/approach This deductive research adopts an explanatory research design. Survey data was administered to 285 managers in 5,329 manufacturing businesses in Ghana. The data was processed and analysed with SmartPLS4.1 and structural equation modelling. Findings Green management and top management commitment positively predict the performance aspects of manufacturing organisations in Ghana. Also, reverse logistics and lean management practices improve firms’ operational, social and environmental performance, except for economic performance. It is concluded that manufacturing businesses that embrace sustainable management practices can improve their performance. Research limitations/implications Although the study’s objectives were primarily achieved, it was geographically restricted to Ghana, a developing country. Also, it was carried out within the boundaries of explanatory design and structural equation modelling. Practical implications It provides comprehensive information to assist owner-managers in prioritising heavy investments in appropriate sustainable management practices. It will also encourage them to develop a sustainability culture within their firms and supply chains to fast-track and sustain the adopted practices. These measures will enable manufacturing organisations to effectively handle growing sustainability problems to leverage their sustainable and operational performance. Originality/value This study analyses the interplay between sustainable management practices and manufacturing performance dimensions in a developing economy. Hence, the outcomes would serve as valuable guidelines for selecting relevant practices to foster sustainable production and meet performance objectives.

The effects of Lean and people’s behaviours on Occupational Safety

Abstract Lean methodologies have been implemented in various sectors, helping to improve the overall efficiency and performance of organisations. The aim of this research is to investigate the relationship between Lean and occupational safety and its impact on people’s behaviour. To this end, a survey was developed and a statistical study carried out. The survey was sent to 4381 companies, from which 289 responses were received from 12 different countries. The Cronbach’s alpha value obtained was greater than 0.86, which indicates that the internal reliability/consistency of the results is very good. Through the statistical study it was possible to conclude that the approaches with the greatest contribution to cultural change in terms of occupational safety are 5S, Standard Work and TPM. It was also concluded that the implementation of Lean practices has a positive impact on people’s behaviour, and that these results differ depending on whether the company is located in Portugal or not. Furthermore, Lean proved to have a very positive impact on performance indicators, especially in companies located in Portugal, regardless of the sector of activity. The results also show that the contribution of Lean management to occupational safety system is very important in different sectors and is influenced by the sector of activity and by the company’s location, and that the impact of the occupational safety system on people’s behaviour was considered very important, with little influence from the company’s location and no influence from the sector of activity. This comprehensive research provides a body of knowledge that is expected to provide positive insights for Lean practitioners, managers and academics.

The impact of lean inventory management on ESG performance

PurposeThis study investigates the nonlinear relationship between inventory leanness and ESG (environmental, social and governance) performance, exploring how market concentration and digital transformation moderate this connection in manufacturing enterprises.Design/methodology/approachUsing a large panel data collected from Chinese listed manufacturing enterprises over the period from 2012 to 2021, this research employs the instrumental variable method combined with two-stage least squares estimators to explore the U-shaped relationship between inventory leanness and ESG performance. Furthermore, the moderating roles of market concentration and digital transformation are demonstrated.FindingsThe results reveal an inverted U-shaped relationship between inventory leanness and ESG performance, indicating that moderate lean inventory management enhances ESG outcomes, but excessive reduction hinders them. Additionally, market concentration and digital transformation positively moderate this relationship, suggesting that competitive market conditions and technological advancement mitigate the adverse effects of overly lean inventories.Practical implicationsManagers are advised to balance inventory management with market dynamics and embrace digital transformation to optimize ESG performance. Policymakers can leverage these insights to guide firms in sustainable inventory practices.Originality/valueThis study contributes to the literature by unveiling the nonlinear dynamics between inventory leanness and ESG performance and highlighting the moderating roles of market concentration and digital transformation.

Small construction materials detection: an approach of enhanced feature extraction and representation

Automated construction materials detection is crucial for material lean management, such as material planning, inventory, site usage, and monitoring. However, there are numerous small materials in the construction site due to the long monitoring distances, which easily cause missed and incorrect detection owing to their indistinguishable features and complicated backgrounds. To improve detection accuracy for small materials, this study proposes an augmented detection method based on enhanced feature extraction and representation. In the proposed method, DenseNet is utilized as the backbone to enhance the feature extraction of small materials. Additionally, the explicit visual center is introduced to enhance the feature learning of small materials. Finally, the multi-scale detection structure is optimized by adding a scale to improve feature representation. Experimental results demonstrate that the average precision for small objects (APs) have improved by 5.3%, and the mean average precision (mAP) has reached 84.3%, surpassing other state-of-the-art methods. The proposed method also exhibits strong adaptability to various conditions such as shadows, blurriness, and cluttered backgrounds. Additionally, the impacts of different backbone networks and detection scales on accuracy are discussed. This research provides theoretical and practical references for material lean management and facilitates the application of digital twin in materials management.

Driving Continuous Improvement with Industry 4.0 Technologies: Lessons from Multiple Use Case Analysis

Background: The integration of lean management and Industry 4.0 offers great potential for improving the efficiency and effectiveness of production. However, there is still minimal empirical research on how these two approaches interact in practice, including possible synergies and conflicts. In this paper, we use empirical observations to examine how and why Industry 4.0 technologies can support and enhance the continuous improvement process, a fundamental aspect of lean management. We discuss how these technologies specifically contribute to continuous improvement and their overall impact on operational efficiency. Methods: Our research drew on five case studies, capturing the firsthand experiences of industry professionals—specifically, digitization managers and production managers from manufacturing companies across Europe. We analyzed data using qualitative content analysis, applying a structured approach of coding, summarizing, and cross-case comparison to identify key patterns and insights. Conclusions: Our study has shown that digitalization can contribute to an advanced continuous improvement process in several ways. Through a literature review as well as the analysis of use cases, we were able to develop a new model that describes how I4.0 technologies improve the continuous improvement process, a key lean principle. The model highlights five key areas of impacts: increasing flexibility, transparency, and reliability, as well as improved decision-making and acceptance of change processes.

Industry 4.0 in emerging markets: a bibliometric review of the managerial literature and research agenda

PurposeThis paper aims to systematically review the managerial literature on Industry 4.0 (I4.0) in emerging markets (EMs) through bibliometric analyses to identify incipient research streams and literature gaps and recommend avenues for future research.Design/methodology/approachThis research uses bibliographic coupling analysis (BCA) to obtain a comprehensive view of the intellectual contours within the addressed literature. The primary source utilised is the Web of Science database. A total of 345 peer-reviewed journal articles were retrieved. Complementing BCA, we use social network analysis and the content analysis of articles to study the resulting literature clusters.FindingsThe results reveal four thematic clusters: (1) Adoption of I4.0 in EMs; (2) impact of I4.0 on organisational aspects and financial performance of companies and supply chains in EMs; (3) I4.0, lean management and operational performance in EMs and (4) I4.0 and the development of sustainable practices in EMs. We supplement these results with the proposal of different future avenues of research, both general and specific, for each identified cluster.Research limitations/implicationsThe current study has certain limitations arising from using the bibliometric method and techniques employed in the analyses.Originality/valueTo the best of the authors’ knowledge, there is no comprehensive literature review article on this subject. This research is deemed valuable for future scholars as it facilitates the identification of research fronts that define the forefront of knowledge, reveals current trends and sets the stage for further exploration of key issues in the field. This, in turn, can offer valuable insights to academics, policymakers and practitioners.

Correction: The implementation of lean and digital management techniques using artificial intelligence in industrial settings

Correction: The implementation of lean and digital management techniques using artificial intelligence in industrial settings

Solving the paradox of Lean Management’s low success rate

This study investigates problems related to the high variance in the success rate of lean implementations, using a unique data set from a specific approach to implementing lean. We develop insights about how to effectively resolve the ‘Lean paradox’, namely that Lean concepts promise so much in theory yet deliver infrequently in practice. Our primary data of 268 Lean implementation initiatives illuminates the core elements of lean implementation success that explain this success variance. We present an in-depth case study of that specific method of lean implementation. Lean implementation success occurs when specific processes are followed, namely integration of job role and process analysis, comprehensive end-to-end deployment rather than spot-based problem solving, use of operator-based data about processes and waste, detailed level of data and change deployment focussed on waste reduction, and ongoing measurement and control of process changes. These ‘how’ factors provide both conceptual and practical insights for managers. JEL Classification: M11

The Effect of Lean Hospital Practices on Nurses' Direct Care Activities: Time and Motion Study.

This study investigates the effects of lean management practices on nurses' direct patient care activities and the interruptions they encounter in healthcare settings. The literature indicates that lean management enhances efficiency and improves patient care. Increased nursing time per patient correlates with better outcomes; however, rising patient loads and frequent interruptions hinder nurses' ability to deliver effective care, jeopardising patient safety. Addressing these inefficiencies is essential, given nurses' critical role in ensuring quality care. Using a single-centre, observational, pre-post time and motion design alongside participatory action research from August 2019 to July 2022, the study included three phases: a survey assessing nurses' views on problem-solving and lean management; observations identifying nurses' activities and interruptions; and focus group discussions. The results presented here are from the observation phase, with 34 nurses from surgical, internal medicine, and mixed services participating. Quantitative variables were expressed as means, standard deviations, and significance was assessed at a 95% confidence interval (p < 0.05). Observations in 2019 (324 h) and 2022 (314 h) revealed that nurses dedicated a significant portion of their time to direct patient care, which increased post-lean implementation (surgical: 50.67%, internal: 50.09%, mixed: 44.38%). Waste rates decreased by 35.81%, and documentation time decreased by 23.55%. Overall interruptions also decreased significantly (p < 0.05). Lean management effectively reduces waste and improves direct patient care time, enhancing patient safety and care quality. Continuous improvement initiatives in nursing practices are essential for success.

Cognitive biases in user experience and spreadsheet programming

Abstract The impact of cognitive biases, particularly biased self-assessment, on learning outcomes and decision-making in higher education is of great significance. This study delves into the confluence of cognitive biases and user experience in spreadsheet programming as a crucial IT skill across various academic disciplines. Through a quantitative analysis, we investigate whether structured learning in spreadsheet programming can counteract self-assessment biases among higher education students. Specifically, our focus is on scrutinizing the accuracy of self-assessment in Excel proficiency among professional STEM students at the University of Debrecen, Hungary, by comparing traditional written and digital assessments. Our findings reveal that while high-achieving students tend to exhibit more accurate self-assessments, many students have a pervasive tendency to overestimate their spreadsheet competencies. These results emphasize the necessity for educational strategies that acknowledge cognitive biases in self-assessment, with far-reaching implications for curriculum design and lean management in higher education, by integrating evidence-based approaches to enhance digital competencies. This study makes a valuable contribution to the broader dialogue on improving learning outcomes and user experience in spreadsheet programming. Additionally, the research provides valuable insights for educators and policymakers, advocating for pedagogical adjustments that can assist students in better evaluating their skills and knowledge, thereby promoting more precise self-assessment practices.