Lean Practices have been implemented by private hospitals to get counterproductive solutions for reducing costs and gaining a competitive advantage. This research aims to examine the significance of lean practices on competitive advantage in the Sri Lankan private hospital sector to fill the knowledge gap. This research used a quantitative approach in which primary data was collected through a questionnaire-based survey and an analysis was conducted using structural equation modeling using the SmartPLS software. The research reveals the level of impact of lean practices, 5S, Kaizen, Kanban, and Just in Time in achieving a competitive advantage in the private hospital sector. Studies have demonstrated a significant impact of adopting the Just in Time approach in comparison to other established lean practices within the Sri Lankan private hospital sector, highlighting its unique and valuable contribution for health services. Researchers demonstrated when comparing Just in Time with other chosen lean practices for the study from the perspective of supply chain professionals, Just in Time contributes significantly to the competitive advantage of the Sri Lankan private hospital sector.

This article explores an operational management model for desilting the Poechos Dam in Chira-Piura, considering the sedimentation rate, which is decreasing by 1% annually, significantly impacting water availability for irrigation, drinking, and hydroelectric power generation in northern Peru. The research was basic, descriptive, cross-sectional, and non-experimental. Two questionnaires, validated by five experts, were used as instruments, each with 23 items for the two variables and a Likert scale. The main findings include frequency tables that reveal a lack of information and uncertainty regarding desilting procedures. This is corroborated in the results discussion by studies conducted in the Moquegua region, such as Romero's 2022 work, and at the Gallito Ciego Dam, by Matute-Velásquez, also in 2022. The discussion incorporates ideas from the Integrated Water Resources Management Model Theory and the adoption of Lean practices, suggesting an organized approach to achieving transparency and sustainability. The proposed model aligns with SDGs 6 and 9, contributing to the 2030 Agenda through reservoir restoration and climate resilience. The conclusions highlight perception neutrality as an opportunity for training, positioning the work as a benchmark for water management in Latin America.

The metallurgical history of Brazil, which began between 1580 and 1640, was initially centered on the extraction of precious metals. Despite the industrial evolution over the centuries, challenges in production processes continue to affect the competitiveness of companies in this sector. Lean production, developed in the 1950s by Toyota, was designed to eliminate waste. The relationship between Lean philosophy and organizational culture is of great significance, while Value Stream Mapping (VSM) serves as a tool for identifying and eliminating waste within production processes. However, little has been explored regarding the eight types of waste in the metallurgical industry. Accordingly, this study aims to analyze the causes and potential improvements in a metallurgical production line by identifying and addressing waste.The research adopts an exploratory qualitative approach. Data were collected through semi-structured interviews, providing an in-depth understanding of the professionals involved. The analysis followed an interpretative perspective, examining the information in dialogue with the theoretical and cultural context. The findings demonstrated that Lean practices improved processes by reducing the time spent on non-value-added activities and increasing standardization. The eight Lean wastes are applicable to multiple areas of life, simplifying routines and enhancing productivity. Identifying and addressing these wastes brings positive benefits, such as greater clarity in organizational objectives and cost reduction. Despite initial resistance, a gradual implementation strategy is essential to ensure participants’ engagement, thereby fostering continuous improvement and a more effective organizational culture.

Purpose: This research aims to investigate the implementation of lean construction methods and critically evaluate their effectiveness in enhancing both project performance outcomes and sustainability dimensions within the construction industry. Design/ Methodology/ Approach: An exploratory case study design was adopted to provide a comprehensive understanding of LCM implementation within a real-world Ghanaian construction context. Given the limited number of lean practitioners in Ghana, a purposive sample of ten (10) respondents was selected, comprising architects, project managers, engineers and quantity surveyors actively involved with lean practices. NVivo 11 software was employed to conduct a max research analysis, enabling the coding and categorisation of data, as well as the identification of key themes and trends, to determine how the efficient use of the lean construction method will deliver efficient and sustainable project performance. Findings: The findings revealed that the efficient utilisation of LC significantly reduces waste, identified as a significant impediment to productivity and efficiency in the Ghanaian construction sector. Additionally, integrating Building Information Modelling (BIM) with soft lean tools can enhance implementation outcomes by improving quality and productivity. Practical Implications: The study provides actionable insights for construction firms seeking to adopt holistic LC approaches by combining soft and hard tools to achieve efficient, sustainable project outcomes. Social Implications: Efficient LC adoption has the potential to address Ghana’s broader challenge of waste management by promoting better resource utilisation and cleaner construction practices, thereby contributing to improved environmental health.Originality and Value This research offers original insights into LCM utilisation in a context with limited prior application, demonstrating that holistic, efficient use of LCM will deliver efficient project performance.

Purpose Sustainability and sustainable project management have recently become prominent topics in academic research and in professional applications. This study investigates enablers bridging lean construction management (LCM) and sustainable construction (SC). Design/methodology/approach A systematic literature review was conducted to compile enablers for LCM and SC. A mixed-methodology approach was adopted, beginning with a two-round Delphi survey, in which a panel of experts ranked 24 enablers of LCM and SC, with government, energy efficiency and availability of leadership skills identified as the most important, followed by a survey questionnaire distributed to 600 construction professionals. Findings Principal component analysis (PCA) revealed multi-level drivers' implications, emphasizing institutional support at the macro level, collaborative project management at the meso level, and operational leadership at the micro level to integrate LCM with SC. Originality/value This study highlights the interconnectedness between LCM and SC, demonstrating how lean practices can positively impact sustainability by reducing waste, enhancing environmental management and improving collaborative construction projects. The novel insights into LCM-SC integration under resource-constrained, high-risk environments offer a transferable model for emerging economies.

ABSTRACT Despite the extensive literature on lean and green manufacturing separately, there is a gap in understanding their combined effect on firms' sustainability. To address this gap, performance analysis, science mapping, and network analysis were conducted on 1566 publications from the Scopus and Web of Science databases using the Package for R and VOSviewer. The performance analyses revealed steady growth in the field since 2006, with a 22.84% growth rate. Thematic exploration identified prominent clusters, establishing that the underlying themes of the publications on lean and green manufacturing practices are strongly connected with sustainability. This is further supported by a systematic literature review of 112 documents. Drawing insights from the literature review, this research also proposes a framework for integrating lean and green manufacturing practices. Managerially, the findings, as well as the framework, offer insights and a roadmap to facilitate transitions towards a sustainable economy. Academically, this study contributes to knowledge extraction, identifies research directions, and justifies future studies.

Purpose The adoption of new technologies is crucial for operational excellence. Similar to lean manufacturing (LM), Industry 4.0 (I4.0) drives operational excellence. This study aims to identify the technology categories of I4.0 and investigate how LM impacts the adoption of I4.0, especially within the context of the manufacturing sector of developing countries. Design/methodology/approach Lean practices are standard phenomena, but I4.0 adoption is a highly contextual process. A survey of manufacturing companies in India was conducted, and an empirical analysis was performed to test the theoretical framework using structural equation modelling to assess the adoption of I4.0. Findings The study shows that lean manufacturing tools positively influence the adoption of I4.0 technology and their adoption in the manufacturing industry. The adoption of I4.0 and associated technology will complement existing lean systems because of the high cost and capital investment in I4.0 adoption and the handy applicability of lean tools. Research limitations/implications This study can help in identifying contextual I4.0 technology contexts through lean methods that ensures success for companies operating in developing countries and help rational resource allocation depending on I4.0 adoption. The study empirically establishes that the LM methodology helps adopt I4.0, which is synergistic with business goals and enhances overall performance. The study results can be used to initiate change management steps for skilling and educating manufacturing sector executives so that hindrances to the adoption of I4.0 are addressed by ensuring LM relevance in manufacturing setups. Originality/value This study’s theoretical contribution is the categorisation of I4.0 technology constructs to help I4.0 adoption in manufacturing. The empirical validation of the influence of LM methods on I4.0 adoption is another practical value of this study.

Purpose Smart manufacturing promises operational efficiency and enhanced sustainability, yet SMEs frequently struggle to translate digital investments into tangible environmental outcomes. This study examines how organizational alignment, emergent socio-technical mechanisms and contextual factors influence the effectiveness of digital technologies in driving sustainability, with a focus on high-impact manufacturing sectors. Design/methodology/approach A qualitative multi-case research design was employed, drawing on in-depth semi-structured interviews with senior representatives from 16 manufacturing firms across diverse sectors and regions. Data were analyzed using thematic analysis in ATLAS.ti. Findings Digital technologies consistently improve operational efficiency, but their environmental impact is contingent on organizational alignment and socio-technical configuration. Governance maturity, digital accessibility, and sustainable agility emerged as key mediators, explaining why similar technologies produce divergent outcomes across firms. Sectoral and contextual differences further shape implementation trajectories, revealing that SMEs can achieve measurable sustainability gains through pilot-based, adaptive approaches even under resource constraints. The study highlights that sustainability outcomes are not an automatic by-product of technology adoption but require coordinated alignment of strategy, systems, culture and operational practices. Originality/value The research advances theory by extending the McKinsey 7S model into sustainability-driven digital contexts and integrating Lean and Agile practices into the concept of sustainable agility. It provides a novel socio-technical framework that explains how SMEs can convert digital adoption into measurable environmental outcomes, addressing gaps in literature dominated by analyses of large firms. By combining organizational, operational and contextual perspectives, the study offers both conceptual clarity and guidance for embedding sustainability into digital transformation initiatives in resource-constrained, high-impact manufacturing sectors.

Despite significant research interest, the understanding of how to systematically implement Lean practices in supply chains remains limited. Therefore, this study analyzes the impact of blockchain technology on implementing Lean principles within supply chain networks. A theoretical model was developed based on a comprehensive literature review, utilizing innovation diffusion theory, agency theory, and transaction cost economics. The LDA topic modeling, based on big data from the past decade, was employed to explore key areas and essential industry practices related to blockchain technology. By cross-validating big data analysis and survey results, we also developed reliable metrics that can be used to study blockchain utilization in SCM. The hypotheses were empirically tested using survey data from 219 US enterprises that have adopted blockchain technology. The empirical results revealed that blockchain adoption significantly improved Lean management practices within supply chain networks. Furthermore, research has shown that blockchain can significantly enhance operational performance, including cost reduction, quality improvement, delivery capacity, and greater flexibility. These compelling results suggest that blockchain has the potential to serve as a powerful platform for systematically integrating and orchestrating Lean management practices across the entire supply chain network, thereby achieving operational excellence. An in-depth discussion of the study’s practical implications and theoretical contributions is presented.

The Perception of Lean Management Practices on Organizational Performance

Lean Management is finding increasing application across various industries, and its potential role in artisanal businesses should not be overlooked. Implementing Lean principles in artisan companies has become a vital way to modernize operations and boost competitiveness. Understanding both the operational dynamics of an artisan business and the evolution of Lean practices is essential for successfully transitioning from a traditional artisanal model to a Lean one. This transformation within production units allows for process optimization, waste reduction, and improved efficiency. It serves as a strategic lever for the sustainable development of the sector while preserving the core values of craftsmanship.

ABSTRACT Global industries are increasingly challenged to bring together digital transformation and sustainable development in response to intensifying climate and resource pressures; however, despite increasing international attention on green transition, many firms, especially in emerging economies, are still struggling to use financial technologies (FinTech) to enhance the performance of sustainable supply chains. This research is based on the Dynamic Capability View (DCV) and investigates how FinTech, which includes big data analytics (BDA), artificial intelligence (AI), blockchain technology utilization (BT), and the industrial internet of things (IIoT) utilization, supports green technological innovation (GTI) and improves green supply chain performance (GSCP) among manufacturing small‐ and medium‐sized enterprises (SMEs). Using a time‐lagged design and data collected from 373 manufacturing SMEs across three survey waves, the results showed that BDA, AI, BT, and the IIoT significantly enhance GTI, which in turn improves GSCP. Moreover, data‐driven lean and green practices (DLGP) have a positive moderating relationship, indicating that both digital financial tools and analytics‐based management practices together have greater environmental and operational benefits. The research builds on the DCV by conceptualizing FinTech as a strategic resource for sustainability‐oriented innovation with practical insights for managers and policymakers that facilitate green and digital transformation in supply chains.

Lean is a fundamental principle of waste reduction in business operations that also delivers. Lean energy efficiency means the elimination and reduction of energy consumption, cost reduction, optimisation of resource utilisation, and enhancement of operational processes. Embracing a lean transformation is crucial for organisations to gain a competitive edge. Therefore, this study aims to develop the conceptual model for lean energy efficiency and examine the impact of lean implementation towards energy efficiency in Malaysian companies. In addition, the study examines the mediating role of organisational culture in strengthening the relationship between lean practices and energy efficiency improvement and investigates the moderating effect of technology adoption in enhancing lean implementation and its subsequent impact on energy efficiency. Using a quantitative research design, this study will employ Structural Equation Modelling (SEM) to analyse the responses and outcomes. The study’s findings are expected to provide both theoretical and practical insights for industries seeking to integrate lean transformation with energy-efficient operations. This study will make a significant contribution to the Sustainable Development Goals (SDGs) through achieving substantial energy savings and promoting economic and environmental sustainability.

The study aims to empirically investigate the relationships among lean production practices, business performance, and operational performance within the Malaysian manufacturing firms. Anchored in Socio-Technical Systems Theory (STS) and Program Theory, the study develops and tests a conceptual framework that distinguishes between socially-oriented lean production (SLEAN) and technically-oriented lean production (TLEAN), examining their individual and combined effects on BP and OP outcomes. While existing theoretical frameworks suggest a positive relationship between lean practices and organizational performance, prior empirical findings have been mixed and, in some cases, inconclusive. Addressing this gap, the present study employs sample data of 205 manufacturing firms, selected randomly from the Federation of Malaysian Manufacturers Directory. Structural Equation Modeling (SEM) was conducted to analyze the data using the AMOS and SPSS software programs. The findings show that lean approaches that are both technically and socially oriented have significantly improved the OP. Furthermore, the OP is found to partially mediate the relationship between both dimensions of BP and lean production. A significant direct relationship is also observed between BP and OP. This study contributes to the operations management literature by providing empirical validation of the differentiated roles of social and technical lean practices in shaping firm-level performance. The findings offer both theoretical and practical implications, improving the academic discourse on lean production systems and offering actionable insights for managers seeking to implement and sustain lean initiatives to enhance organizational outcomes.

The construction industry has increasingly embraced lean construction methodologies to improve productivity, minimize waste, and enhance stakeholder value. Despite this growing trend, several challenges hinder the successful adoption of Lean Principles in developing countries. Within the Kurdistan Region of Iraq, the implementation of lean construction remains constrained by multiple barriers that have not been systematically examined. In this study, the challenges associated with lean construction adoption are explored through the application of Root Cause Analysis (RCA) techniques, including fishbone diagrams, Pareto charts, and the "5 Whys" method. RCA provides a structured and analytical approach for identifying the fundamental causes of systemic issues and determining their relative significance. The identified challenges are classified into five main categories: organizational, cultural and human attitudes, technical, governmental and regulatory, and financial. A total of forty-one challenges were recorded, among which twenty-eight were recognized as key obstacles to lean implementation. Moreover, an innovative methodological approach is introduced by focusing on the underlying causes rather than superficial manifestations of lean construction barriers in developing contexts. The findings offer valuable insights for policymakers, project managers, and industry stakeholders, enabling the formulation of targeted strategies that address systemic obstacles, promote organizational transformation, and establish a conducive environment for the effective implementation of lean practices.

Implementing Lean Startup (LS) and Lean Product Development (LPD) can significantly impact innovation when developing new products and, consequently, the manufacturing stage. This study empirically conducts ideation and value prospection phases to favor the manufacturing stage in a low-complexity system of meliponiculture (stingless beekeeping) through the lens of socio-technical system theory. A case study was conducted through three main phases (ideation, value prospection and learning) by employing seven lean practices and involving more than 160 participants in a survey to conduct hypothesis testing. The findings from the application of the questionnaire were obtained through Cronbach’s Alpha to assess the reliability and Chi-square to test the hypothesis. The study’s findings state the importance of socio-technical theory in a low-complexity system, integrating LS and LPD to develop sustainable, customer-centered, viable bee boxes and informative booklets. It addresses a solution to promote income generation for vulnerable coastal communities, considering the interaction between social and technical aspects essential to support the manufacturing stage ahead. The study provides a holistic perspective through the interplay of people, technologies and the environment in the initial stages of product development to anticipate promising scenarios for effective and efficient manufacturing processes.

ObjectivesThis study investigates how lean management (LM) practices align with and contribute to strategic objectives in healthcare using the congruence model as a conceptual framework.DesignThis study employed a qualitative research design, integrating both inductive and deductive approaches. Data were collected from multiple hospital departments using primary and secondary sources. Primary data included semi-structured interviews, guided by a standardised interview protocol. Secondary data consisted of reports on courses of action, annual reports, policy documents and findings from exploratory meetings. The analysis involved iterative cycles of open coding, axial coding and selective coding to systematically identify and refine themes, supporting thematic analysis.SettingSix departments: Kidney and vascular surgery, Care core movement, Clinical department, Systemic diseases, Oncology, Care core Hepato-Pancreato-Biliary disease (HPB), which were part of one business unit within a tertiary care institution, a University Medical Centre in the Netherlands.Participants22 respondents aged 18 years or older were purposefully selected based on their organisational roles and LM experience. Respondents had to be involved in LM practices, which meant they had to understand LM and have passed at least one LM training programme, or they should be enrolled in a training course during the research.ResultsInterviewees identified several barriers to LM implementation, including insufficient management support for a culture of continuous improvement, limited time for LM projects, inadequate recognition from management and poor communication of strategic objectives. Despite positive individual experiences with LM projects, their contribution to strategic objectives was deemed limited due to these barriers. Specific challenges included an experienced lack of leadership commitment, inadequate follow-up on projects, insufficient resource allocation, limited access to training and leaders failing to acknowledge employee value. Facilitators of success were fostering a culture of continuous improvement, committed managers and providing training.ConclusionsLM practices have the potential to contribute to strategic objectives in healthcare organisations by reducing waste, improving patient care quality and optimising processes. However, their impact is constrained by organisational barriers and misalignments. Challenges such as insufficient resources, poor project follow-up, lack of management support and the absence of a continuous improvement culture minimise LM’s effectiveness.

This study examines the multilevel relationships between robotic quality (RQ), lean leadership (LL) and sustainable healthcare services (SHS), focusing on how LL moderates and serves as a necessary condition for aligning robotic technologies with sustainability goals in healthcare. The research is concerned with the special challenges of the integration of emerging technologies in the healthcare sector in resource-constrained environments, including Iraq. A multilevel analytical approach was adopted, making use of multilevel modelling (MLM) and necessary condition analysis (NCA) to examine individual as well as organisational level interactions. Data were gathered from 858 healthcare professionals practising in public and private hospitals using a self-administered survey, distributed in three phases. Measurement models were validated with the help of confirmatory factor analysis (CFA), and multilevel relationships were tested with the help of regression and necessity analyses. The findings depict that RQ has a positive influence on SHS at both personal and organisational levels. The latter is moderated by LL substantially, and weaker at the organisational level, where systemic leadership contributes to strategic alignment, optimisation of resources, and cultural change. Theadditional results of NCA confirm that LL is an obligatory requirement for sustainability, and it helps to eliminate systemic inefficiencies, develop lean practices, and combine robotic technologies and long-term sustainability objectives. This article develops he theoretical understanding of multilevel leadership-technology-sustainability dynamics in healthcare. It offers empirical support that LL is not just a decisive element but a necessity that is vital to the delivery of sustainable results, especially in a resource-restricted setting. The results provide useful guidance to policymakers and hospital administrators on how to use leadership and RQ to develop long-lasting, effective and resilient healthcare systems.

In dynamic competition, SMEs need adaptive strategies such as entrepreneurial marketing and lean practices. This study examines the effect of entrepreneurial marketing and business performance by considering the role of soft lean practices and environmental turbulence as moderating variables. Using an explanatory quantitative methodology with a cross-sectional survey approach, this study involved 198 SMEs out of a total of 225 SMEs surveyed through purposive sampling. The theoretical framework of the study was built based on five theories: resource-based view theory, dynamic capabilities theory, contingency theory, entrepreneurship theory, and organizational learning theory. The results of the structural model analysis indicate that entrepreneurial marketing has a dominant positive influence (β = 0.782, t = 22.035, p < 0.001) on business performance. Soft lean practices show a substantial positive influence (β = 0.647, t = 7.216, p < 0.001), with a significant interaction effect (β = 0.213) between the two variables. The strong synergistic relationship (r = 0.866) confirms the importance of integrating these two practices. The evaluation of the model fit showed satisfactory results with SRMR values of 0.085 and NFI of 0.662. These findings contribute to the development of business strategies that integrate entrepreneurial marketing and soft lean practices.

This paper aims to investigate the effect of transformational leadership on the implementation of soft lean practices in Jordanian public service organizations. The study adopts a quantitative research approach. A questionnaire was designed and electronically distributed to participants from seven Jordanian public service organizations in the capital, Amman, yielding 399 valid responses for analysis. The data were analyzed using SEM with smartPLS. The results revealed a significant effect of transformational leadership on lean practices, specifically in areas such as employee involvement and training, problem-solving, customer involvement, and continuous improvement. The study has several implications, including the enhancement of transformational leadership styles and methods for improving soft lean management practices within the public sector. Notably, given the considerable number of variables that could impact an organization’s lean journey, the findings underscore the significant role that transformational leadership plays in implementing lean soft practices.