Implementing lean warehouse management: a case study at a spare parts warehouse

This study examines the influences of various organizational performance factors on the application of Lean tools and the effects of Lean methodology implementation. Although Lean management has been widely studied, empirical evidence on the combined influence of internal organizational capabilities and external environmental pressures on Lean adoption and outcomes in transition economies remains limited. In particular, the relative importance of internal resources and competitive pressures in shaping Lean implementation results has not been sufficiently explored. Therefore, this study aims to analyze how different organizational and environmental factors influence both the application of Lean tools and the effects of Lean methodology implementation. The independent variables considered include: business performance, organizational culture, company size, technical infrastructure and resources, education and competence of employees, training for Lean methodology, management support, competitive pressure and motivation to reduce costs, degree of innovation in the company, the role of the Lean concept in strategic planning, years of company existence, and years of Lean tool implementation. The research was conducted among food industry companies in Serbia, and a total of 183 valid questionnaires were collected. The results indicate that the application of Lean tools is most strongly influenced by training for Lean methodology, followed by business performance and company size. In contrast, the effects of Lean methodology implementation are primarily affected by competitive pressure and motivation to reduce costs, as well as management support. Furthermore, the analysis shows that Lean application and Lean outcomes function as two distinct dimensions: companies may apply Lean tools without achieving significant effects if managerial support or competitive pressure is insufficient. Conversely, firms with strong competitive drivers and committed management achieve noticeably higher performance improvements even with moderate levels of Lean tool adoption. Overall, the findings suggest that the application of Lean tools largely depends on the company’s internal resources, such as employee knowledge and training, business strength, and scale of operations, while the success and outcomes of Lean implementation are more strongly driven by external competitive pressures and the degree of managerial understanding and support. By distinguishing between the determinants of Lean tool adoption and the determinants of Lean implementation outcomes, this study contributes to a clearer understanding of Lean effectiveness in the context of transition economies.

Background: Circular economy encourages environment protection and social prosperity while giving the green light to economic growth with sustainable development in a country. The apparel industry both globally and Sri Lanka faces considerable environmental challenges and it is recognized as a major consumer of water. Aim: This study seeks to identify the challenges and opportunities of adopting circular economy practices to enhance resource efficiency in the apparel manufacturing industry of Sri Lanka, under social, environmental, and economic aspects. Methods: Within the apparel industry, circular design, product life extension, textile recycling, and resource efficiency were identified as key circular economy practices. Qualitative research approach was adopted to identify the social, environmental, and economic aspects of circular economy adoption. Target population consisted of key stakeholders in Sri Lanka’s apparel manufacturing sector, including lean managers, sustainability officers, supply chain professionals, and employees involved in circular economy-related practices. Given the qualitative nature of this study, a purposive sampling strategy was adopted to select 4 respondents. A semi-structured interview used as the primary method of data collection and content analysis used to identify key factors through participants’ responses. Results: The results revealed that circular economy is understood among Sri Lankan apparel manufacturers as a strategic shift from linear “take-make-dispose” model to a closed-loop system that keeps materials in use for as long as possible. Despite facing notable challenges such as high initial costs, limited infrastructure, and low awareness, companies are making steady progress through innovation, collaboration, and commitment to sustainability goals. The social findings revealed the need for awareness and training to drive behavioral change, while environmental results confirmed significant achievements in waste reduction, water reuse, and carbon footprint minimization. Economically, although initial investments are high, long-term cost savings, market differentiation, and stronger buyer relationships make circular adoption a viable and strategic direction for the industry. Implications: Apparel manufacturers in Sri Lanka need to implement circular economy principles as port of their core business strategy rather than as isolated sustainability projects. Capacity building in employees and suppliers through continuous awareness and training program; collaborating across the supply chain actors, leveraging circularity for brand differentiation; developing the supportive policy frameworks; expanding recycling and waste management infrastructure and establishing regulatory and certification system would encourage to take part in circular transformation. Further Study: This study focused on the manufacturing perspective; future research could explore consumer behavior, buyer expectations, and government policy roles in enabling circular transformation.

The effect of industry 4.0 and lean management on operational performance improvement: evidence from Italy

The article concerns the application of Lean Management tools in a household appliances manufacturing company in order to reduce resource waste and improve process efficiency. The starting point is the need to increase competitiveness by eliminating activities that do not add value and implementing solutions that support sustainable development. The analysis presented in the paper consists of several stages, the most important of which are: the process of identifying inefficient areas of work, determining the key sources of losses, and the stage of implementing improvements and their evaluation. A review of the literature revealed a lack of detailed empirical analyses describing the actual implementation of Lean in Polish companies in this sector. The study used a case study method, including an analysis of the production processes of household appliances and their components, measurements of operation times at assembly stations, an assessment of material flow, and the identification of sources of waste. An assessment of the effectiveness of the implemented improvement measures using performance indicators was also planned. The results should make it possible to determine the impact of the Lean tools used, such as 5S, work standardization, and logistical improvements, on reducing losses, increasing productivity, and improving work organization. The results confirm that even minor organizational and technical improvements can significantly increase a company’s productivity, reduce waste of time, energy, and materials, and improve the environmental impact of its operations.

Purpose: This study aims to investigate the relationship between lean management practices and achieving excellence performance in the electricity production sector in the state of Illizi, Algeria, with a particular focus on identifying the most influential lean management tools. Method: The study is based on a sample of 180 workers, and data were collected through a structured questionnaire. The analysis was conducted using SPSS, applying Spearman’s rank correlation coefficient and the Wilcoxon Single Sample Classification Test. Additionally, a Multi-Layer Perceptron (MLP) artificial neural network model was employed to evaluate the relative importance of lean management variables and assess prediction accuracy. Findings: The results indicate a statistically significant and positive relationship between lean management practices and excellence performance. A strong correlation was found between multi-functional workers and excellence performance (r = 0.747), while standardized work showed a moderate positive correlation (r = 0.629). The neural network model achieved an accuracy rate of 88.7%, with multi-functional workers identified as the most influential factor (100% importance), followed by standardized work (73.9%). Conclusion: The study contributes to the literature by demonstrating the critical role of lean management practices—particularly human-centered factors—in achieving excellence performance.

Complex care processes that span hospital and community settings represent a growing organizational challenge for healthcare systems, particularly in the management of chronic conditions. These pathways involve interdependent activities distributed across multiple facilities, professional groups, and levels of care, increasing the risk of fragmentation, inefficiency, and patient harm. While Lean Healthcare (LH) has been widely adopted to improve healthcare performance, its application has largely remained confined to single hospital units, with limited attention to care integration and patient safety. Evidence on how to design and implement improvement initiatives across hospital-community interfaces remains scarce. This study developed, tested, and refined an integrated Lean and Safety Management (L&SM) methodology by combining LH with Clinical Risk Management to proactively address both waste and risk throughout the care process. The methodology was designed and empirically validated through three iterative Action Research cycles conducted in a real-world healthcare setting involving complex chronic care pathways bridging hospital and community services. Data were collected through direct observation, document analysis, and stakeholder engagement, and analyzed iteratively across cycles to identify key activities, tools, barriers, and enablers of implementation. The proposed L&SM methodology demonstrated its applicability and effectiveness in improving the performance of complex care processes across organizational boundaries. The findings reveal key activities, tools, barriers, and enablers for implementing L&SM across hospital-community interfaces, while also uncovering cultural and organizational dynamics that shape improvement efforts. Beyond health care, these results shed light on how organizations operating in complex, high-stakes environments can jointly pursue efficiency and patient safety while fostering a culture of continuous improvement. This study addresses a significant gap in the health services research literature by extending L&SM knowledge beyond hospital boundaries, addressing gaps in current literature. The research provides a structured, step-by-step methodology for implementing L&SM in complex care processes, tackling the managerial and organizational complexities of hospital-community integration, pursuing multi-dimensional performance improvement and aligning with global health priorities, thus offering an actionable guidance for healthcare managers and practitioners.

AIM: This work aimed to prove that digital lean management is a tool increasing the cost efficiency of transportation and logistics systems in the context of limited investments and stringent quality requirements to transport services. METHODS: The study used the lean management principles, digitalization concepts, and systems analysis of transport and logistics processes. The paper uses structured and logical analysis, comparative analysis, generalization of scientific and industry research, and qualitative assessment of the effect of organizational and process changes on the cost efficiency of transportation and logistics. RESULTS: The study identified industry-specific features of digital lean management in transport and logistics systems and substantiates the feasibility of integrating process and digital management tools. It showed that digital lean management has a synergistic effect, including a higher performance; increased utilization of infrastructure and rolling stock; reduced turnaround time, operating and logistics costs, and higher profitability of transportation and logistics. It was found that digital lean management may be considered a type of intangible improvement of transport infrastructure aimed at increasing the return on existing assets without a significant increase in capital investment. CONCLUSION: Digital lean management is an effective tool for improving the cost efficiency and sustainability of transport and logistics systems. The findings may be used to develop transport infrastructure improvement and transport and logistics digitalization programmes and substantiate management decisions related to transport system development.

In the context of the transformation of the agro-industrial complex of the Republic of Kazakhstan towards sustainable development, the development of a system of quantitatively measurable circular economy indicators is becoming increasingly important. The lack of unified methodological approaches to assessing circularity in agricultural production limits monitoring capabilities, interregional comparability and the justification of management decisions. The purpose of this article is to analyze international methodological approaches to circular economy assessment and to develop an adapted toolkit for measuring circular processes in the agro-industrial complex of Kazakhstan. The study applies methods of system analysis, comparative review, index modeling and expert assessment. International indicator frameworks are examined, including the approaches of the European Commission, the Ellen MacArthur Foundation and BEROC, as well as KPI-based methods for assessing business circularity. Based on international experience and the results of the author’s calculations for agricultural enterprises in the northern regions of Kazakhstan, an integrated system of indicators is proposed that reflects the economic, environmental and social effects of closed production cycles. The integration of circular economy principles with digital and lean management tools is considered an important factor in improving the sustainability and competitiveness of agricultural production. The scientific novelty of the study lies in the development of an aggregated circularity index for the agro-industrial complex, adapted to the biological and seasonal characteristics of agriculture in Kazakhstan and based on the integration of LCA and ESG assessment methods. The practical significance of the results is determined by their applicability in agrarian policy design, sectoral program development and circular economy monitoring.

Purpose This study develops a socio-technical maturity process for digital twin implementation in National Health Service healthcare estates, where operational costs exceed £13.6 billion annually and current frameworks fail to address human technical integration. Design/methodology/approach Sequential mixed methods within Design Science Research combine surveys (n = 30), interviews (n = 16), and expert evaluation (n = 8). Statistical and thematic analyses enabled process and matrix development and validation. Findings The four-phase process (Awareness, Adoption, Adaptation, Optimisation) with Technology Transition Matrix addresses capability gaps wherein organisational dimensions demonstrate the largest deficits (ΔM = 1.73, d = 1.73) exceeding infrastructure gaps (ΔM = 1.50). Systematic analysis identified 70 implementation challenges with 84% requiring coordinated socio-technical interventions. Originality/value This research advances socio-technical systems theory, demonstrating that digital twin implementation requires dynamic capability technology coupling rather than sequential deployment. The process operationalises socio-technical progression through phase-specific requirements, whilst the matrix provides tactical guidance through seven stages with phase stage alignment demonstrating systematic relationships (χ2(9) = 47.23, p < 0.001, V = 0.52). Both address gaps in existing maturity models through explicit technical organisational integration validated across 54 participants.

This study addresses the ongoing challenge of concurrently integrating Lean and Industry 4.0, a critical need for companies striving to enhance operational capabilities in increasingly digital environments. While past research focused on sequential approaches or high-level conceptualizations, this research delves into the level of ‘how’, applying Dynamic Capabilities theory through a deductive, four-stage mixed-method design, focused on large German manufacturing firms. First, expert interviews underwent thematic analysis to identify strategies and courses of action for integration. Next, an exploratory survey refined these results statistically. Third, the findings were validated and triangulated via a Delphi study, from which a structured integration framework emerged. Finally, confirmatory composite analysis of 236 managerial responses confirmed the reliability and validity of the framework. The study presents 44 validated actions grouped into six dimensions: Initiating, Sensing, Seizing, Transforming, Resources and Capabilities. Notably, it introduces the new ‘Initiating’ dimension, expanding the Dynamic Capabilities theory. While the study’s focus on large German manufacturers is a limitation, the resulting framework offers practical pathways for companies unable to pursue sequential integration due to time pressures. Ultimately, this research provides both theoretical advancement and practical tools for successfully managing the simultaneous transformation towards Lean and Industry 4.0.

ABSTRACT This study investigates the integration of circular economy (CE) and lean management (LM) as a strategic approach for enhancing corporate efficiency and sustainability. While CE emphasizes resource circularity, LM focuses on waste elimination and value maximization in production processes. Through the analysis of multiple cross‐sector case studies in industries such as automotive, consumer goods, and technology, this research identifies the operational, environmental, and financial impacts of integrating these practices. Notably, companies like Toyota and Renault achieved cost reductions of up to 30% and a significant decrease in carbon emissions through the combined application of CE and LM principles. However, challenges such as organizational resistance, insufficient reverse logistics infrastructure, and skill gaps persist. This article proposes a theoretical framework to support companies in successfully implementing CE‐LM practices. This framework emphasizes process mapping, circularity opportunities, lean principles adoption, and reverse logistics development, underpinned by continuous employee engagement and technological innovation. The findings highlight that integrating CE and LM not only enhances operational efficiency but also strengthens competitive advantage by aligning with consumer and regulatory demands for sustainable practices. The study gives actionable recommendations for managers and policymakers, emphasizing the transformative potential of CE‐LM synergy for advancing sustainable business models in diverse industrial contexts.

ABSTRACT This study examines the perception of control rooms, a performance measurement system (PMS) derived from Lean management adopted in Québec's public sector. Our main objective is to understand how managers perceive this new PMS within a context of existing accountability controls. Drawing on the enabling control framework to conceptualize managers’ perceptions throughout the PMS's development process and subsequent ongoing use, a case study was conducted in two large healthcare organizations. The findings show that, despite initial skepticism due to existing accountability controls and top‑down imposition, managers in Quebec's public health sector came to perceive control rooms as a useful PMS for continuous improvement. Managers resolved the tensions resulting from the cohabitation of both types of control by rationalizing the need for accountability and by integrating the two controls. The study contributes to our understanding of PMSs adoption in the public sector literature by focusing on perception rather than the impact on performance. Specifically, it supports the idea that perceptions evolved over time and that an enabling development process fosters users’ appropriation process of the new PMS. Moreover, we document that PMSs for continuous improvement and for hierarchical controls can complement each other.

Due to the significant challenges faced by healthcare systems, medical establishments strive to set the tone by integrating new concepts to bridge this gap. Here, Lean Healthcare (LH) has been inspired by Lean Management (LM). Utilizing LM to optimize industrial processes and reduce waste presented a real opportunity to enhance the quality of medical services. For more improvement, healthcare systems pushed themselves to keep up with progress by implementing Industry 4.0 (I4.0) tools, such as IoT, Big Data analytics, and AI with LH and sustainability practices. The results promised better quality of care. Although this concept offers significant potential for more efficient workflows and optimizing medical processes, studies examining their combined implementation are still scarce. This research fills the gap via a literature review (LR) of peer-reviewed articles published between 2015 and 2025. The review investigates the impact of integrating smart technologies into LH frameworks and highlights how LH contributes to sustainability across multiple dimensions: economic, social, technological and environmental. Key findings show the impact of combining advanced tools with lean principles by reducing waiting times (25%) and length of stay while also improving satisfaction. Sustainability-centered adaptations of LH incorporate social and environmental comparative parameters such as resource consumption, for instance, reducing operational costs by up to 30–40%. Many challenges were faced with this implementation, such as cultural, technical challenges (e.g., complexity of integration with digital systems), and sustainability barriers. However, to overcome these barriers, this paper proposes a holistic implementation that aligns lean processes with organizational change and sustainability goals.

Greening Lean: Overcoming barriers to integrating environmental practices in surgical Lean management projects: A scoping review.

Summary: The Hualien County Disaster Medical Team, established in 2018, aims to enhance disaster response efficiency. Experiences from several major earthquakes and a train derailment in 2021 revealed that personnel had spent much time locating supplies in complex disaster settings. Applying Lean Management principles, we developed “modular tactical medical belt bags” and “tactical belts” to facilitate the location of supplies, aiming to reduce time and improve operational efficiency by: 1. Regularly checking the inventory and expiration date. 2. Categorizing disaster supplies into modular tactical kits (Triage, Injection, Trauma, Immobilization, and Personal Items Kits). For saving time, tactical kits are fully replaced rather than restocked item-by-item when some items are exhausted. 3. Utilizing tactical belts. The belt, equipped with essentials like a radio and tape, allows responders to keep critical items readily accessible. Modular kits effectively reduced the time spent retrieving supplies in disaster settings. Tactical belts saved an average of 2 minutes in locating items. Initially, tactical kits were restocked by logistics, taking an average of 5–7 minutes. Later, the process was changed from refilling bags to exchanging used bags for fully stocked ones, giving responders instant access to necessary supplies. This adjustment increased user satisfaction from 82% to 93%. Every second counts. Applying lean management to DMAT logistics design - “Modular Tactical Medical Waist Bag” and “Tactical Belt” - reduces the time consumed in inventory management, enables faster acquisition of necessary items in unfamiliar environments, and improves the efficiency of disaster medical response.

Recently, more and more attention has been paid to the management and organization of work and production in enterprises of various industries. Great emphasis is placed on reducing the waste of raw materials, improving productivity, and minimizing the huge amounts of waste generated, which is part of the concept of sustainable development. Every year, the construction sector produces 30% of global waste, which poses a big challenge in terms of recycling and disposal, especially in countries that do not have sufficient financial resources and technological capabilities. Implementing appropriate lean methods into the construction sector is therefore an opportunity to eliminate existing problems. This study presents a literature review, which is the basis for identifying two most frequently used lean management tools that can help reduce the amount of waste generated. The aim of the article was to assess the possibility of their application in the construction sector using SWOT analysis. Based on the research conducted, it was shown that in order to obtain the greatest benefits from the use of 5S and VSM methods, the most beneficial strategy to adopt in a construction company will be an aggressive strategy (maxi-maxi). A significant barrier to the implementation of these tools is the lack of appropriate knowledge resources and technological limitations, especially in small and medium-sized enterprises. Moreover, it was shown that over the years 2013–2024, the number of publications and interest in lean in construction systematically increased, which confirms the usefulness of these methods for the construction sector.

Purpose This study aims to examine how managers’ identity work enables strategic change in resource-constrained organisational settings. It addresses the limited attention within strategy-as-practice (SAP) research to the embodied and socio-cultural dimensions of strategising in Global South contexts. The paper explores how “rule-bending” practices during Lean Management transformation reconstruct managerial identity and contribute to organisational adaptation. Design/methodology/approach The study adopts a qualitative single-case design based on a Sri Lankan manufacturing firm undergoing Lean transformation. Data were generated through 25 semi-structured interviews, observations and document analysis. Reflexive thematic analysis was used, informed by a hybrid theoretical lens combining identity work and Bourdieu’s concept of habitus. Findings The analysis identifies two interrelated forms of identity work – identity work for self and identity work for others – which together reveal how actors negotiate strategic change. Strategy reconstruction occurs through identity negotiation grounded in habitus, where managers legitimise adaptive practices by constructing themselves as credible strategists and change agents while reshaping subordinates’ identities to secure alignment. These processes unfolded within intersubjective spaces that enabled strategy reconstruction. Originality/value The study extends SAP by theorising identity regulation as a strategic practice embedded in habitus. It demonstrates that strategising is an embodied and relational process shaped by socio-cultural dispositions, particularly in resource-constrained contexts. By reconceptualising rule-bending as mediated strategic improvisation, the paper offers a Global South perspective that enriches understanding of how strategy is locally reconstructed through identity work.

Type of the article: Research ArticleAbstractLocal government units in Egypt operate under high administrative centralization and complex procedures, which raises concerns about internal efficiency, service responsiveness, and citizen satisfaction. This study examines how lean management practices and business process reengineering (BPR) are associated with internal process transparency, service responsiveness, and perceived citizen satisfaction in Cairo and Giza local administrations in Egypt. A cross-sectional survey was conducted among 384 employees selected through multi-stage stratified sampling from district, city, and governorate units. Data were collected between January 1 and May 1, 2025, using a structured questionnaire covering five constructs measured on five-point Likert scales, and the proposed relationships were analyzed using confirmatory factor analysis and structural equation modeling. The measurement model showed good fit (χ²(160) = 285.4, CFI = 0.95, TLI = 0.94, RMSEA = 0.045, SRMR = 0.041). The structural results indicate that lean management practices have a strong positive effect on internal process transparency (β = 0.48, p < .001), internal transparency significantly enhances service responsiveness (β = 0.56, p < .001), and service responsiveness strongly predicts citizen satisfaction (β = 0.62, p < .001), while BPR has a small, non-significant direct effect on transparency (β = 0.09, p = .176). The model explains 32% of the variance in internal transparency, 31% in service responsiveness, and 39% in citizen satisfaction. Overall, the findings suggest that lean-based improvements – operating through clearer internal processes and stronger responsiveness – offer a practical pathway for strengthening local governance performance in Egypt, whereas BPR effects appear more contingent and indirect.

Purpose This paper aims to analyze, characterize and classify empirical research on lean management conducted within a geographical context defined by cultural, historical and economic ties, such as the Iberoamerican region. Design/methodology/approach A systematic literature review (SLR) was conducted using the Web of Science database and filtering for the highest-reputation journals according to the AJG ranking. A total of 108 articles were identified. Findings The literature was divided into multiple sublines of research to cluster articles revolving around similar topics. Moreover, similar sublines of research were grouped and classified into three lines of research: 1) lean implementation, 2) outcomes of lean and 3) lean leveraged by other managerial approaches. Also, research gaps were identified, and future research directions were proposed. Practical implications The authors provide lean managers with guidelines about potential barriers, suitable lean tools, latest technologies and possible outcomes, specific to the Iberoamerican region to facilitate successful lean implementations. This study also supports policymakers in designing programs and lean ecosystems through public–private collaborations. Originality/value This work focuses on lean management in a particular underexplored region to offer an SLR on lean management research in Iberoamerican countries, to inform and motivate further lean research specific to the intrinsic characteristics of this region.