PurposeThis paper examines how social lean (SL) and social sustainability (SS) are addressed in existing empirical research and how their interaction is conceptualized. While social aspects appear across different streams of lean- and sustainability-related articles, the interaction between SL and SS is rarely examined in a systematic or explicit way. The purpose of this paper is therefore to provide a structured conceptual basis for organizing existing research and guiding future studies of SL–SS interactions and their key dimensions. Design/methodology/approachThis paper establishes an SL–SS interaction typology consisting of six key dimensions: SL maturity, SS maturity, dominant focus, co-influencing factors, interaction type and direction of interaction. The typology is applied to categorize 16 empirical articles on the interaction between SL and SS in a coverage matrix. The papers were identified through a focused literature review using Web of Science, Scopus and snowballing. The results were synthesized into four integrated pathways representing different configurations of SL–SS interaction and highlighting opportunities for future research. FindingsMost papers address only limited aspects of the interaction, typically adopting a lean-dominant focus while giving less attention to SS maturity, co-influencing factors and reverse or mutual interactions. As a result, important interaction patterns remain underexplored, and the relationship is often implicitly assumed rather than explicitly analyzed. Research limitations/implicationsThe focused review may have omitted relevant studies and does not establish causal relationships between individual SL and SS practices. In addition, the proposed pathways are analytical configurations based on the available empirical literature rather than empirically tested relationships, which should be further examined in future research. Practical implicationsThe findings show that lean initiatives do not automatically generate SS benefits. The typology can help managers consider social objectives more explicitly when implementing lean, reflect on whether SL and SS are treated in a balanced way and identify possible tensions or trade-offs. It may therefore support a more deliberate integration of social objectives into lean implementation, rather than treating SS merely as its by-product. Originality/valueThis paper contributes by developing and applying a novel typology specifically focused on the interaction between SL and SS, an area that remains fragmented in prior lean and sustainability research. Unlike previous studies that mainly examine whether lean supports sustainability outcomes, the typology distinguishes between different directions of interaction, interaction types, maturity levels, dominant focus and co-influencing factors. This enables a more explicit and comparable analysis of SL–SS interactions and provides a structured basis for identifying underexplored pathways, conceptual gaps and directions for more systematic future research.
PurposeThis paper examines how Statistical Process Control (SPC) can support the monitoring and control of container ship loading and unloading operations by embedding multivariate process monitoring within the Define Measure Analyse Improve Control (DMAIC) improvement framework. This paper aims to demonstrate how established SPC principles can be coherently operationalised to address unproductive time in complex port service environments. Design/methodology/approachThe study adopts a single-case research design based on operational data collected from a major Spanish container terminal. A multivariate Hotelling’s T² control chart is applied during Phase I analysis to jointly monitor vessel turnaround time, number of containers handled and crane movements. These SPC tools are systematically integrated within the DMAIC cycle to structure problem definition, measurement, analysis and improvement planning in a real operational setting. FindingsThe results show that multivariate SPC, when integrated within DMAIC, offers enhanced diagnostic insight compared with univariate monitoring by capturing the joint behaviour of interdependent operational variables. The Phase I analysis reveals statistically identifiable sources of variability that align with documented operational disruptions and planning deficiencies, thereby supporting more informed root cause analysis and prioritisation of improvement actions. The findings illustrate the feasibility and practical value of the proposed approach, while remaining confined to exploratory, single-case evidence. Practical implicationsThe framework provides actionable guidance for port managers seeking to enhance process visibility, detect operational instability and support data-driven continuous improvement. By linking multivariate SPC signals to DMAIC-based decision processes, the study offers a structured approach for managing variability in vessel service operations under real-world constraints. Originality/valueThis study contributes to the Lean Six Sigma (LSS) literature by integratively adapting and operationalising established SPC and DMAIC principles within a complex maritime service context. The paper demonstrates how multivariate SPC can be coherently embedded within DMAIC to support process monitoring in container terminal operations.
Purpose This paper aims to examine how sustainability is integrated into Lean Six Sigma (LSS) within the existing academic literature. While LSS is widely established as a process-oriented management system for performance and quality improvement, it remains unclear how sustainability is embedded in LSS frameworks, tools and governance structures. The study aims to structure this fragmented research field and to identify dominant integration logics and research gaps. Design/methodology/approach A scoping review identified 68 peer-reviewed studies (2015–2025) across major academic databases. The studies were analysed using an abductive coding approach focusing on organisational levels of integration, sustainability dimensions and integration logics. Findings The findings reveal a conceptually diverse but weakly consolidated research field. Sustainability is predominantly integrated into LSS at the strategic level, while integration into frameworks and tools remains limited. Most studies focus on ecological and economic sustainability, whereas social dimensions are addressed only marginally. Empirical research is concentrated in manufacturing contexts. The analysis shows a dominance of transversal and hybrid integration logics, indicating that sustainability often functions as an overarching steering logic rather than being systematically embedded in LSS methodologies. Practical implications Organisations should move beyond treating sustainability as a strategic framing and embed it more systematically into LSS frameworks, tools and project structures, by strengthening the op-erationalisation of social sustainability. Originality/value The paper contributes to LSS research by developing a typology of sustainability integration logics and by systematically analysing how sustainability is embedded across LSS frameworks, tools and governance structures.
Purpose This research introduces a lean-based method, from the customer’s perspective, aimed at continuously improving the sequence of value and non-value stages throughout the purchase journey, named the ideal customer journey method (ICJM). Design/methodology/approach The ICJM is grounded in a conceptual framework called customer journey engineering (CJE), structured by Guimarães et al. (2023). CJE, in turn, is based on lean thinking principles and the value stream mapping (VSM) tool. Findings The ICJM comprises five methodological steps that iteratively enhance the patient’s healthcare journey. In the example presented, the ICJM led to measurable improvements in 15 key performance indicators with minimal effort or cost. These included a 22% reducing in the number of stages, a 17% reduction in patient engagement time, a 29% increase in patient satisfaction index, and a 20% improvement in value time for the patient analysed. Research limitations/implications Further research is needed to validate these findings across different customer journeys, enabling refinements to the ICJM. While this study adopts a customer-centric perspective through lean thinking, future research could explore its integration with provider-based approaches to enhance shared value creation. Originality/value Regardless of the specific context in which it is applied, the ICJM is built upon lean principles, contributing to the structuring of any customer purchase journey. The integration of ICJM and CJE enables identifying, classifying and quantifying value and non-value stages, reducing waste and providing actionable recommendations that benefit both customers and service providers.
Purpose This study aims to identify different applications of Lean, Six Sigma and Lean Six Sigma (LSS) and how they are used to support circular economy (CE) principles in agribusiness. It seeks to understand how the different applications contribute to sustainability within a CE framework. It also helps to bridge the theoretical and practical gaps between operational excellence and circular regenerative and sustainability approach systems in the agribusiness sector. Design/methodology/approach This paper presents a systematic literature review using the PRISMA framework, analysing 36 peer-reviewed articles to examine how Lean, Six Sigma and LSS contribute to sustainability in agribusiness through CE principles. The ReSOLVE framework was used to evaluate the CE principles addressed across the various applications of Lean, Six Sigma and LSS. Findings It is revealed that Lean and Six Sigma are often implemented as a combined approach, particularly in the agribusiness food processing sector. This approach supports the LSS principles of waste elimination and continuous improvement, which are the two most addressed in agribusiness. “Optimisation” is often considered as a key CE principle that helps agribusinesses to increase productivity, reduce waste and cost savings, whereas other principles “Loop”, “Share”, “Virtualisation” and “Regenerate” are less commonly observed. The review also highlights the alignment of Lean and Six Sigma practices with sustainability pillars, with the economic pillar receiving the most attention, with the aim of reducing emissions and promoting reuse and recovery. Research limitations/implications This study contributes to expanding the existing knowledge on the different applications of Lean, Six Sigma and LSS towards sustainability in agribusiness, and the inter-relationship between the applications, sustainability and CE in agribusiness. Further theoretical understanding of the utilisation of the ReSOLVE framework in measuring CE principles. Practical implications It also offers insights to agribusinesses on the role that Lean Six Sigma and LSS play in the implementation of the CE principles to achieve sustainability. Originality/value This paper offers new insights into how Lean and Six Sigma support the CE and sustainability in agribusiness and identifies strategic directions for future research.
Purpose Continuous improvement (CI) and Industry 4.0 (I4.0) integration is vital for manufacturing success, but still emerging. This study aims to examine its current state through a literature review. We then propose a framework to aid this crucial integration. Design/methodology/approach This study used literature review to investigate the current state of integration between CI tools and I4.0 technologies. The author conducted a thorough review of papers published from 2011 to 2023. A keyword search strategy identified 81 relevant studies. In addition, an iterative backward and forward snowballing approach was used to locate more studies. Finally, the chosen articles were analysed to reveal key findings in the integration of CI and I4.0 (CI 4.0). Findings This study introduces a novel approach to analyse the digital transformation of CI tools. The investigation applies the digital transformation pyramid to analyse the integration of CI tools with I4.0 technologies. This study explores the transformation of CI tools through three key stages: digitization, digitalization and digital transformation. In addition, the investigation proposes a conceptual framework for the digital transformation of CI practices. Practical implications The outcomes of this study assist decision makers in selecting the most suitable I4.0 technologies to enhance CI and implement data-driven approaches. Originality/value This study not only advances existing knowledge by exploring how CI tools complement I4.0 technologies but also provides a structured approach for their integration. The insights gained help practitioners identify appropriate I4.0 technologies for digitally transforming CI practices.
Purpose This research aims to examine how Lean enhances the implementation and value creation of Digital Twins (DT) in healthcare. Design/methodology/approach This study employed a systematic literature review based on the PRISMA method. The analysis encompassed 80 studies, focusing on implementation methods, integration in healthcare contexts, patient experience and critical success factors. Findings DT in healthcare is mostly conceptual, hindered by data and ethical challenges. Lean methodologies provide structure, aligning DT with patient-centred value and continuous improvement. Success depends on clinical workflow integration and patient engagement, although comparative studies remain scarce. Research limitations/implications The research results reflect the limitations of the reviewed literature, which does not yet provide robust evidence of the practical implementation of DT in clinical settings. This highlights the need for future research that integrating Lean methodologies and a patient-centred approach, with the aim of strengthening the applicability of DT in healthcare. Originality/value This study contributes to the existing literature by drawing attention to the discrepancy between the theoretical development of DT and their practical application. It emphasises the importance of incorporating Lean principles and patient-centred value metrics. Incorporating these principles shows promise for advancing both, theory and practice.
Purpose This study aims to understand how their internalised organisational values impacted the effectiveness of continuous improvement (CI) initiatives in a charitable organisation, and how action learning fostered individual and teams’ ability to solve problems while reinforcing the organisational values. In addition, it examines how Shingo principles can serve as a frame for guiding cultural transformation. Design/methodology/approach This paper is exploratory in nature and adopts a single purposive case study design. A mixed methods approach was used, combining the analysis of semi-structured interviews, a survey and archival data. Findings The internalisation of cultural values and the design of the workshops using the action learning methods proved to be critical to the success of the CI journey. In turn, these workshops were also designed to reinforce specific core organisational values. Although the organisation implicitly used the Shingo model without specifically structuring its improvement journey around the model, results show that the behaviours and practices are in line with the principles advocated by the model. Practical implications This paper provides critical reflective insights designed to enable senior managers and charity practitioners to use the findings to improve the effectiveness of CI initiatives in their organisations. Originality/value To the best of the authors’ knowledge this is the first paper to address the applicability of the Shingo model in charities. It also contributes to the current body of literature by demonstrating the importance of using organisational values as foundations for CI journeys and how action learning mechanisms are a powerful tool for accelerating and sustaining change.
Purpose This study aims to examine how machine learning (ML) is integrated with lean manufacturing (LM) practices in manufacturing and use “Smarter Lean” as a practice-oriented descriptor for data-driven lean improvement rather than as a distinct theoretical framework. Design/methodology/approach Following Preferred Reporting Items for Systematic Reviews and Meta-Analyses 2020 guidelines, a systematic literature review was conducted on 54 peer-reviewed journal articles published between 2010 and May 2025. The review synthesizes ML techniques, targeted lean tools, operational outcomes, enablers, barriers and emerging research gaps. Findings Supervised learning and deep learning dominate current ML–LM applications, particularly for predictive maintenance, quality control, defect detection and process monitoring. The most frequently targeted lean tools are total productive maintenance, quality control, just-in-time, and value stream mapping. Reported outcomes include improvements in defect rates, downtime, cycle time, cost efficiency and safety; however, the magnitude of these improvements varies across contexts and should not be interpreted as universally generalizable. Key enablers include high-quality data, IT and sensor infrastructure, management support and workforce readiness, while major barriers encompass system integration complexity, skill gaps, weak standardization and limited empirical validation. Originality/value Unlike prior reviews that examine Lean–Industry 4.0 or Lean Six Sigma integration at a broad technological or strategic level (e.g. Vinodh et al., 2020; Sony et al., 2020), this study offers the first focused tool-level synthesis systematically mapping specific ML techniques to individual lean practices and their implementation conditions. The review contributes to the Lean Six Sigma literature by clarifying practical integration patterns and highlighting critical future research directions concerning real-world validation, scalability, sustainability and ethical considerations.
Purpose The synergy of Lean Six Sigma and Industry 4.0 is reshaping the quality management landscape, driven by the emergence of sophisticated technologies such as artificial intelligence, the Internet of Things, automation and cloud computing. While the existing studies have extensively documented the technical and operational gains from this shift, there is still a critical gap in understanding how these changes are experienced by Lean Six Sigma practitioners. This study aims to address that gap by conducting a qualitative synthesis of related journals that examine the human side of Lean Six Sigma and Industry 4.0 integration, particularly within the define, measure, analyze, improve and control (DMAIC) problem-solving discipline. Design/methodology/approach Anchored in an interpretivist paradigm, the review applies a bottom-up thematic analysis using NVivo software to extract, categorize and conceptualize practitioner experiences. The coding process progressed inductively from study-level findings to code clusters, which were then grouped into categories and synthesized into broader themes. Findings The synthesis reveals four recurring themes across the reviewed qualitative studies: (1) the evolving role of Lean Six Sigma practitioners in digitally enabled environments, (2) uneven integration of Industry 4.0 technologies across the DMAIC phases, with stronger emphasis on measure, analyze and control, (3) persistent challenges and enabling conditions shaping adoption and (4) critical success factors related to leadership, culture, infrastructure and integration frameworks. The findings further indicate that existing research predominantly emphasizes technical and operational benefits, while practitioner experiences, organizational sense-making and human adaptation remain insufficiently explored. Methodologically, the literature is dominated by single-site case studies and short-term analyses, with limited use of reflexive, longitudinal or theory-informed qualitative designs. Originality/value Finally, this paper positions qualitative synthesis as not merely complementary to quantitative performance metrics but essential for understanding the deeply situated, lived experiences that define transformation at the frontline. It calls for a human-centered, reflexive and theory-informed research agenda that can bridge the current disconnect between abstract digital frameworks and reality for Lean Six Sigma practitioners in the age of digital transformation.
PurposeData breaches continue to rise, placing unprecedented pressure on organizations to strengthen data governance (DG) practices. Lean six sigma (LSS), with its emphasis on structured processes and continuous improvement, offers a potential pathway for enhancing governance maturity. This study aims to explore how LSS principles can support and strengthen DG frameworks in small and medium-sized enterprises (SMEs) and SME-like environments, with the goal of informing more effective governance policies, improving decision-making and enabling resilient, data-driven operations. Design/methodology/approachA qualitative grounded theory methodology was employed to examine the under-theorized intersection of LSS and DG in SMEs and SME-like environments. Grounded theory was selected due to the limited empirical understanding of how process improvement methodologies can support governance and privacy in resource-constrained environments. This approach enabled the development of a data-driven conceptual framework derived from systematic grounded theory coding procedures, including iterative coding and constant comparative analysis, of semi-structured interviews. FindingsThe study identifies how SMEs and SME-like environments integrate LSS principles through a lens of critical success factors (CSFs), into DG through a triadic framework comprising: (1) structural role clarity, (2) process control through LSS tools and (3) organizational readiness. Four themes emerged: the strategic importance of DG for resilience and compliance; the distribution and formalization of governance roles; the use of LSS tools to improve data quality, role clarity and operational efficiency; and challenges related to resource limitations, resistance to change and capability gaps. Together, these findings reveal a structured pathway for SMEs to embed governance practices while addressing operational and cultural constraints. Originality/valueTo the best of the authors’ knowledge, this research provides one of the first grounded theory examinations of how LSS can enhance DG in SMEs and SME-like environments. The emergent framework advances theoretical understanding by demonstrating how governance maturity develops at the intersection of role clarity, process control and organizational readiness. The study contributes a unique perspective by positioning LSS not only as a quality methodology but as a governance enabler, offering resource-constrained organizations a structured approach to institutionalizing resilient, data-driven governance practices.
Purpose This study aims to clarify the conceptual evolution from Lean 4.0 to Lean 5.0 by emphasizing qualitative shifts toward human-centric practices, sustainability integration and organizational resilience. Design/methodology/approach A PRISMA-inspired systematic literature review was conducted, followed by conceptual synthesis of Lean 4.0 maturity dimensions and associated key performance indicators (KPIs), culminating in the proposal of Lean 5.0 KPIs and a mathematical readiness index. Findings Existing Lean 4.0 models mainly emphasize technological efficiency, while human well-being, sustainability and resilience remain insufficiently considered. The study proposes a consolidated cumulative Lean 4.0 maturity roadmap, a comprehensive KPIs structure for both paradigms and a theory-based Lean 5.0 Readiness Index. Research limitations/implications This study is conceptual in nature and does not include empirical validation. Future research is therefore required to validate and refine the proposed framework through case studies and quantitative investigations. Practical implications The framework can enable organizations to diagnose maturity levels and gaps, quantify readiness and structure improvement priorities for evolving from digitally enabled Lean practices toward a revolutionary Lean 5.0 paradigm. Originality/value To the best of the authors’ knowledge, this paper presents one of the first structured frameworks to assess organizational readiness for transitioning from Lean 4.0 to Lean 5.0, operationalized through KPIs and a weighted readiness index.
PurposeThe purpose of this study is to conduct an exhaustive bibliometric and network analysis of publications on the topic of Lean Supply Chain Management (LSCM) dated from 2000 to 2024. This will be designed for the purpose of identifying the main contributing authors, mapping thematic clusters and highlighting deficiencies in the research to guide both future research and practitioners in this domain. Design/methodology/approachBased on a dataset comprising 684 publications indexed in Scopus, the research uses a methodological structure that includes collecting data, descriptive bibliometric analysis, performance analysis, science mapping (biographic coupling, co-citation, co-authorship) and thematic clustering. For the purpose of visualising academic networks and drawing relevant insights, tools which included Excel, BibExcel and VOSviewer were used. FindingsAccording to the analysis findings, the number of publications in the LSCM field has increased significantly, specifically after 2020, which can be explained by various factors such as new technologies, international crises and calls for enhanced sustainability. Thematic analysis revealed five main clusters: (1) Lean Implementation and Industrial Process Improvement, (2) Sustainable and Green Lean Supply Chains, (3) Digital Lean Systems and Industry 4.0, (4) Agility, Resilience and Risk and (5) Quantitative Assessment and Lean Performance. Mapping of the authors, institutions, nations and journals was conducted along with analysis of how the themes evolved over time. Research limitations/implicationsThe outcomes have significant practical value for scholars, policymakers and stakeholders in the industry aiming to seek alignment with lean supply chain practices and issues gaining increased attention such as sustainability, resilience and digitalisation. Originality/valueThe bibliometric mapping of LSCM provided in this study offers the latest and most comprehensive analysis conducted thus far in the literature. By combining quantitative measurements with the interpretation of qualitative themes, a strategic roadmap is provided for how lean thinking in the context of global supply chains will continue to evolve in the future.
PurposeThis 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/approachA 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. FindingsThe 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 implicationsThe 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/valueThis 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.
PurposeThis work examines the impact of the digital revolution on organizational excellence (OE) by systematically tracing the intellectual structure, thematic development and knowledge gaps in this emerging area. The work aims to provide researchers and practitioners with a comprehensive overview of how OE models are being reconfigured to meet the requirements of Industry 4.0. Design/methodology/approachA dual-method approach is adopted, integrating bibliometric and thematic analyses. Seventy-three peer-reviewed journal articles (2000–2025) were retrieved from the Scopus database following PRISMA guidelines and strict inclusion criteria (Q1–Q2 journals, English language, relevance to OE and digital technologies). Performance analysis identified prolific authors, institutions and journals, while science mapping using VOSviewer revealed keyword networks and bibliographic couplings. Thematic analysis synthesized conceptual clusters and emerging trends. FindingsThrough a rigorous bibliometric protocol, the study systematically applied performance analysis, bibliographic coupling, co-citation analysis and keyword co-occurrence mapping, complemented by a thematic synthesis. These combined techniques not only traced prolific authors, institutions and intellectual networks but also revealed five dominant research trajectories: (1) integration of Quality 4.0 principles with digital technologies, (2) organizational digital maturity and readiness, (3) sector-specific adaptation of OE models, (4) digital technologies as enablers of performance and sustainability and (5) methodological and theoretical diversification. Results demonstrate a marked epistemological shift from static excellence models to dynamic, digitally enabled frameworks that emphasize agility, innovation and sustainability. Notably, co-citation and coupling analyses identified the UK, India and the UAE as influential hubs of research collaboration. As the final outcome, the paper proposed a Digital-Lean Excellence Integration Model (DLEIM) as a conceptual framework to explain the relationship between DT, LSS and OE. Practical implicationsThis paper highlights two key implications. To the researchers, this emphasizes the necessity of going beyond theoretical debate and building empirically proven frameworks that connect digital enablers to culture, leadership and strategy, as well as to investigate new directions such as human-centered AI, sustainability and Quality 5.0. To practitioners, it acknowledges that excellence cannot be attained solely through the adoption of technology, but rather through leadership-led change, the empowerment of the workforce and the development of hybrid solutions that combine digital tools with Lean Six Sigma or other OE frameworks, and industry-specific practices to ensure resiliency and long-term excellence. Social implicationsThis research suggests that digitally enabled OE is not only about enhancing performance but also about creating broader societal value. When organizations incorporate sustainability, innovation and digital tools into their excellence models, the minimization of waste, optimization of resources and promotion of green practices become achievable. Meanwhile, the change and workforce upskilling driven by leadership work in favor of inclusivity, employee well-being and flexibility. Applications in the sector (health-care, education and public services, among others) also improve the quality of life and increase the level of citizen trust, making OE a force of competitiveness and a factor in socio-economic growth in the digital age. Originality/valueDespite the availability of some published papers on bibliometric or thematic analysis, The contribution of this work lies in its methodological rigor and integration: by analyzing the most recent publications on the scope of the OE in digital era, this study fuses quantitative science mapping (via bibliometric coupling and co-citation networks) with qualitative thematic depth, producing a taxonomy of conceptual streams and identifying critical gaps such as the lack of longitudinal evidence, underexplored SME contexts and integrative digital-excellence models. Moreover, the novelty of this paper is evident in the proposed conceptual framework.
PurposeHuman resource activities are one of the key factors that lead to improved organisational performance. Still, many organisations overlook this primary aspect of performance and focus solely on tangible activities. Lean Six Sigma (LSS) support different activities of human resource management (HRM) and lead to the development of an ecosystem of continuous improvement through collaborative learning and problem solving. But it is imperative to establish the linkage of LSS with HRM, so that the performance of the employee and organisation productivity can be enhanced. For this, the present study aims to review existing studies on LSS within HRM and provide the present status quo. Further, this study also aims to present emerging themes related to LSS-HRM and develop a future reference model that leads to improved organisational performance. Design/methodology/approachThis study used bibliometric analysis and a systematic literature review (SLR) to identify and analyse publications in the relevant research area from 2010 to 2024. After identifying an initial set of 323 articles using the SCOPUS database, 47 articles were chosen for additional analysis based on inclusion and exclusion criteria. FindingsThe present study provides a time-phased thematic evaluation to understand evolving research themes. It also presents the theories, context, characteristics and methodology (TCCM) framework. Furthermore, this study presents a future research model for integrating LSS within the HRM field, aiming to enhance organisational efficacy and sustainability. Research limitations/implicationsDespite its valuable contributions, this study is not devoid of constraints. Firstly, as the landscape of LSS within HRM is increasing day by day, and considering this study’s scope up to 2024, there is a possibility that some of the latest articles related to the field may not have been included in this study. Secondly, as the scope of this study is narrow, other quality management methods, such as total quality management (TQM), benchmarking and just-in-time (JIT), especially their linkage with LSS, have not been considered in the study. Thirdly, as most studies related to the considered research field are descriptive, studies on the practical implementation of LSS within HRM can be included to validate the applications of LSS within HRM. Practical implicationsPractitioners and managers can utilise the various aspects of LSS and HRM presented in the review to enhance their employees’ knowledge base regarding LSS-HRM, thereby improving their abilities and facilitating the effective implementation of LSS within HRM. Further, the future reference model presented in the present study facilitates HR managers at both strategic and tactical levels. LSS reduces waste and fosters a culture of collaboration and ownership, resulting in improved employee retention. At the strategic level, the future reference model developed facilitates that LSS leads to improved training programs, identification of key areas of training and exploration of key performance indicators that lead to improved system capability and performance evaluation system. Originality/valueTo the best of the authors’ knowledge, the present study is one of the first to provide a TCCM model of LSS and HRM, as well as a future model of integrated LSS and HRM, for improved organisational performance. Furthermore, the study’s uniqueness also lies in a thematic, time-framed evaluation model that facilitates a better understanding of the potential themes within the research realm.
PurposeThis study aims to identify critical success factors and formulate strategies for implementing Green Lean Six Sigma (GLSS) integrated with Industry 4.0 technology inclusively, to improve process efficiency, product quality and sustainability in the manufacturing sector, including the manufacturing industry. Design/methodology/approachThis study used a Systematic Literature Review (SLR) approach with the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) method. FindingsThe study’s results show that the success of GLSS is strongly influenced by technological readiness and a supportive organizational culture. However, the full automation approach is still difficult to be adopted by labor-intensive industries. Therefore, a hybrid Lean-Internet of Things (IoT) model that maintains the role of humans and is supported by real-time sensor systems and cloud-based dashboards is a strategic alternative. This approach enables early detection of production defects, increased efficiency and reduced defect rates. The Human–Cyber–Physical Systems (HCPS) concept proves to be relevant in integrating human and technological capabilities collaboratively. Research limitations/implicationsThis study is limited to the literature in the last 15 years and has not tested direct empirical implementation in specific industries. Further studies can be conducted through longitudinal studies or trials in real manufacturing environments. Practical implicationsThe findings provide strategic guidance for operational managers and policy makers in designing a GLSS implementation roadmap that not only focuses on digitization but also considers the readiness of human resources and organizational structures in industries that are not yet fully digitized. Originality/valueThe main contribution of this research is in introducing a more inclusive and applicable hybrid Lean-IoT based on GLSS model, and aligning sustainability principles with human engagement through HCPS-based production systems.
PurposeThe review examines how small and medium-sized enterprises (SMEs) in developing nations adopt and implement Lean manufacturing. Despite their central role in economic development, SMEs often face inefficiencies from limited resources, skill shortages and institutional barriers. Although Lean is widely promoted, evidence on the sustained application of Lean in SMEs across diverse contexts remains limited. Design/methodology/approachA systematic review, following the PRISMA 2020 guidelines, synthesized 123 empirical studies (2015–2025) and developed the SME Lean Capability Pathway, a three-phase model of context-driven Lean maturity. The analysis identifies implementation trends, contextual adaptations and performance outcomes, focusing on core Lean tools, such as Kaizen, 5S, just-in-time (JIT), total productive maintenance (TPM) and value stream mapping (VSM). FindingsSMEs adopt Lean incrementally through phased, hybrid and locally tailored approaches rather than standardized models. Leadership commitment, workforce engagement and organizational readiness enable progress, while resource shortages and resistance remain key barriers. Regional contrasts are evident: formalized Lean Six Sigma in South Asia, incremental “Lean-Lite” adaptations in Africa and sector-specific Lean–Green in Latin America. Contextual tailoring yields the strongest gains in operational outcomes, followed by sustainability, financial and customer performance. Overall, patterns indicate staged capability building, consistent with the SME Lean capability pathway. Research limitations/implicationsThis review is limited to English-language, peer-reviewed studies, which may have excluded relevant sources. Cross-country and sectoral variation may constrain generalizability. Although single-coder analysis was mitigated through audit trails, memos and an independent peer-coding check, this limitation remains. Future work should use multi-coder designs, expand to under-studied regions and use longitudinal or mixed-methods approaches. Practical implicationsSMEs should implement Lean as an integrated system, progressing from 5S/Kaizen to TPM/JIT only when discipline, engagement and leadership readiness are evident. Managers should invest in modular, hands-on training and adapt tools to local conditions. Policymakers can accelerate adoption through training support, shared infrastructure, targeted incentives and inclusive programs that engage women and workers transitioning from the informal sector. Social implicationsLean adoption can foster job creation, stabilize employment and support transitions from informal to formal work. It also promotes inclusion by expanding opportunities for women and underrepresented groups through targeted training and leadership pathways, contributing to more equitable and sustainable industrial development in developing economies. Originality/valueTo the best of the author’s knowledge, this is the first cross-national systematic review of Lean implementation in manufacturing SMEs in developing economies. It advances Lean theory by framing capability development as a staged, context-adaptive process. It introduces the SME Lean capability pathway, a three-phase model with actionable guidance for managers and policymakers.
