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This paper presents a new and well-structured framework that aims to assess the current environmental impact from a Greenhouse Gas (GHG) emissions perspective. This tool includes a new set of Lean Key Performance Indicators (KPIs), which translates the well-known logic of Overall Equipment Effectiveness in the field of GHG emissions, that can progressively detect industrial losses that cause GHG emissions and support decision-making for implementing improvements.

The new metrics are presented with reference to two different perspectives: (1) to highlight the deviation of the current value of emissions from the target; (2) to adopt a diagnostic orientation not only to provide an assessment of current performance but also to search for the main causes of inefficiencies and to direct improvement implementations.

The proposed framework was applied to a major company operating in the plywood production sector. It identified emission-related losses at each stage of the production process, providing an overall performance evaluation of 53.1%. The industrial application shows how the indicators work in practice, and the framework as a whole, to assess GHG emissions related to industrial losses and to proper address improvement actions.

This paper scrutinizes a new set of Lean KPIs to assess the industrial losses causing GHG emissions and identifies some significant drawbacks. Then it proposes a new structure of losses and KPIs that not only quantify efficiency but also allow to identify viable countermeasures.

This paper aims to overcome the inability of both comparing loss costs and accounting for production resource losses of Overall Equipment Effectiveness (OEE)-related approaches.

The authors conducted a literature review about the studies focusing on approaches combining OEE with monetary units and/or resource issues. The authors developed an approach based on Overall Equipment Cost Loss (OECL), introducing a component for the production resource consumption of a machine. A real case study about a smart multicenter three-spindle machine is used to test the applicability of the approach.

The paper proposes Resource Overall Equipment Cost Loss (ROECL), i.e. a new KPI expressed in monetary units that represents the total cost of losses (including production resource ones) caused by inefficiencies and deviations of the machine or equipment from its optimal operating status occurring over a specific time period. ROECL enables to quantify the variation of the product cost occurring when a machine or equipment changes its health status and to determine the actual product cost for a given production order. In the analysed case study, the most critical production orders showed an actual production cost about 60% higher than the minimal cost possible under the most efficient operating conditions.

The proposed approach may support both production and cost accounting managers during the identification of areas requiring attention and representing opportunities for improvement in terms of availability, performance, quality, and resource losses.

This paper explores how blockchain technology can enhance information quality within project management information systems (PMIS), thereby positively affecting knowledge management, learning capabilities and project portfolio success.

We employ a literature review and a theory-based approach to develop a conceptual framework and set of propositions that integrate key principles from blockchain technology, project management and dynamic capabilities theory. Subsequently, a focus group is conducted to refine our propositions, providing insights and examples demonstrating the potential value of blockchain in project management.

The findings suggest that blockchain significantly impacts the information quality within PMIS. This improvement in information quality enhances traceability, reliability and security of project data, facilitating better decision-making and governance. The focus group revealed blockchain’s benefits in managing confidential data and streamlining knowledge sharing processes, ultimately contributing to project portfolio success.

This research offers a novel conceptual framework and original insights into the application of blockchain in project management, particularly within the context of Industry 4.0, paving the way for future research on digital transformation in project management.

Nowadays, it is hard to retain a knowledge monopoly since tacit knowledge has become essential for innovation and organizational effectiveness (ORP). This study analyzed the role of product innovation as a mediator in the relationship between the tacit knowledge management process (TKMP) and organizational performance. In addition, two moderating variables were examined: (1) Affective trust (AFT) between the tacit knowledge management process and product innovation relationship and (2) Task efficiency in product innovation and organizational performance (ORP) relationship.

Around 344 questionnaires were collected from various Chinese regions between February and April 2023 to conduct this study. The regression, mediation and moderation analyses on lower and higher-order data were evaluated using the SmartPLS approach.

The results validate that product innovation mediates the connection between managing tacit knowledge and the organization’s performance. Affective trust also plays a positive moderating role between tacit knowledge and product innovation. These results provide valuable theoretical and practical insights, substantiating various direct, indirect, mediate, and moderated effects hypotheses.

The scope of the study was restricted to manufacturing companies; however, further research may broaden the model’s scope to include other industries. Furthermore, future research should continue to explore the role of task efficiency in the innovation process and identify strategies for enhancing task efficiency in organizations.

The study establishes the significance of effectively managing tacit knowledge for fostering product innovation. Company managers and leaders can promote employee trust, enhancing innovation capabilities and overall organizational effectiveness.

This study, involving dual moderation, explores the connections between processes of managing tacit knowledge, product innovation and organizational performance. It addresses research gaps, enriching the understanding of managing tacit knowledge, leading to organizational innovation and performance improvements. The study also highlights how affective trust is vital in strengthening the connection between TKMP and product innovation.

Optimizing manufacturing processes addresses operational challenges and yields significant benefits across the business spectrum. This study aims to comprehensively analyze a manufacturing process through value stream mapping (VSM), aiming to streamline operations, reduce production lead times and minimize work-in-process (WIP) inventory levels. These improvements directly enhance competitiveness, customer satisfaction and overall business success, enabling a swift response to market demands, timely delivery of high-quality products and cost-effectiveness.

The approach integrates current and future-state VSM concepts with Lean tools across four stages: problem definition, current-state VSM analysis, future-state VSM design and improvement implementation. A team assembled to improve the manufacturing process for electronic devices has successfully implemented this approach.

Implemented improvements significantly reduced WIP inventory (88.8% equivalent to $572,171 annually) and production lead time (from 28.26 to 3.21 days), enhancing operational flexibility and competitiveness. Streamlined processes led to a 13% decrease in cycle time and a notable reduction in daily rework (63.6%), amounting to $118,127 annually. Labor reduction (45.5%) yielded annual savings of approximately $594,000, with affected individuals successfully transitioning to other roles, highlighting the effectiveness of lean methodologies without job cuts.

This initiative exemplifies the effective use of VSM and Lean tools in optimizing an electronic device manufacturing operation that produces 43 products across various processes. By leveraging these methodologies, this research offers valuable insights into enhancing production efficiency, resulting in shorter production lead times, reduced cycle times and significant decreases in WIP inventory and rework.