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Front-line lean leadership is critical for implementing and sustaining lean production systems (LPS). The purpose of this paper is to analyze the relationships between front-line lean leader (FLL) capacities (cognitive, social, motivational, knowledge and experience), lean leader practices (developing people and supporting daily kaizen) and the degree of implementation of lean tools (pull system, involvement of employees and process control) in manufacturing companies.

A survey was conducted with FLLs from large Brazilian manufacturing companies. The survey collected 103 responses, 99 of which were validated. Data were analyzed using partial least squares structural equation modeling.

There was a positive, significant and direct relationship between FLL capacities, leadership practices and a degree of implementation of LPS tools on the shop floor. The validated model is a reference base for planning FLL capacities and practices that result in more effectively implementing LPS on the shop floor.

The findings provide managers with a new perspective on the importance of the development and training of FLLs focusing on leadership capacities. As decisions about developing lean capabilities impact the application of Lean leadership practices and the use of lean tools, they are also related to day-to-day lean activities and improved operational results. Additionally, the proposed model can be used by managers as a basis to diagnose, develop and select lean leaders.

This study seeks to fill a theoretical gap of knowledge on front-line lean leadership as it jointly addresses and empirically analyzes the existing relationships between lean leadership capacities, encompassing the perspective of psychology, lean practices and tools on the shop floor.

Previous research has managed to clearly define lean technical competencies. However, the behavioral competencies remain underestimated, and the roles of lean experts are not clearly stated: are they teachers, facilitators or technical experts? The present paper investigates lean behavioral competencies and their relationship to lean experts' roles.

This article serves as an exploratory study built on interviews, observations and focus groups conducted during a three-year longitudinal study accompanied by a three-year follow-up. The case takes place in an international automotive company in partnership with Toyota in which lean adoption was part of a consistent strategy over a period of 20 years.

The study clarifies lean behavioral competencies related to organizational efficiency (nominal management, improvement management and respect for people) and relational efficiency (problem resolution, competencies development and systemic interactions). The study helped create a typology of lean experts' roles related to the maturity level of the environment in which they intervened. Moreover, Lean experts' roles in congruence with the environment seem to positively influence the creation of emerging human relationships that are beneficial to process improvement and competencies development.

This paper is the first to clarify behavioral competencies with respect to lean experts' roles and to study the temporality of the introduction of lean practices. The findings recommend that researchers better acknowledge the influence of lean behavioral competencies during lean adoption and their relationship to contextual factors and organizational performance. A practical methodology is proposed to measure the necessary behavioral adjustments of lean experts or employees.

This paper aims to examine the relationship between the implementation of soft lean practices and organizational resilience development in the service sector.

A mixed-methods explanatory design that relied on two sequential and complementary phases was adopted. In the first phase, a quantitative analysis was performed based on data collected from practitioners from service organizations, allowing the identification of the significance of this relationship. In the second phase, the authors used semi-structured interviews with experts to qualitatively assess how this relationship occurs.

Findings indicated that soft lean practices are positively associated with organizational resilience, although the extent of their relationships varies depending on the resilience ability under analysis. Interviews with experts also provided specific details on how such relationships occur, adding insights to the numerical results.

This study provides a deeper understanding of the implications of lean management, specifically concerning the support of soft lean practices to develop organizational resilience. Additionally, the identification of this relationship (and how it occurs) allows service organizations to deploy human-related strategies to promote broader adoption of certain soft lean practices. As socio-cultural changes are usually time-consuming, anticipating these organizational resilience needs may result in competitive advantages in the face of disruptive events.

Organisation concepts consist of prescriptive ideas concerning how to manage or organise. The simultaneous use of multiple concepts in an organisation may create synergies but also confusion and conflicts. This paper aims to explore how change agents deal with the simultaneous use of multiple organisation concepts within a single organisation.

A qualitative case study of a Norwegian energy company using lean, agile and design thinking.

The findings show that change agents compare the concepts with each other and recognise commonalities and differences. They also match individual concepts and tools to the nature of tasks, the different phases of projects/initiatives based on their perceived maturity or internal communities. Most agents emphasise similarities between concepts and complementarities between tools. This approach creates a versatile toolbox for improvement.

Companies making use of multiple organisation concepts should continuously discuss and actively manage the tensions that exist between concepts while establishing a unified approach and common culture for improvement.

This study offers a novel understanding of how change agents make sense of different approaches to improvement within a single organisation.

Administrative processes play a crucial role in various sectors, often contributing to cost overruns and delays. While lean concept has been extensively applied in many industries, there is a recognized need for further research on the integration of lean in administrative processes. To address this research gap, this study aims to systematically analyse the implementation of lean in administrative processes, providing a sector-wise comparison to explore its prospects for the construction industry.

A systematic literature review was conducted by adapting the Preferred Reporting Items for Systematic Reviews and Meta-Analyses method. Eighty-six research papers are subjected to descriptive and content analysis on different tools applied in lean integrated administrative processes in health care, education, public administration and other sectors.

The research study reveals common lean tools irrespective of sector. Moreover, specific tools used for a particular sector are analysed. Out of the various lean tools and techniques, value stream mapping, 5S and Kaizen are highly acknowledged tools in every sector of lean intervention. Furthermore, ECRS is applied explicitly in the education sector. Furthermore, it is noted that Suppliers, Inputs, Process, Outputs and Customers (SIPOC), 5whys, load levelling and control charts are identical to administrative processes in lean health care. Furthermore, Spaghetti charts and Kaikaku are only adapted to administrative processes in the public administration sector, and causal loop diagrams are used explicitly in administrative processes in the construction sector.

This study contributes to research by developing a guideline to design lean intervention for a lean-integrated administrative process in any sector which still needs to be transformed into lean. Hence, this study will be a cornerstone for incorporating lean principles for administrative processes in construction sector.

This study aims to explore the conditions of successful implementation of Quality 4.0 in higher education institutions (HEIs) and the key factors affecting it, as well as the role of the Triple Helix collaborative (THC) framework in enhancing the integration of Quality 4.0 principles and Industry 4.0 technologies.

A survey-based strategy was adopted, adopting questionnaires distributed amongst researchers chosen based on their publications related to the aforementioned fields.

The successful integration of disruptive technologies, Quality 4.0 and THC in HEIs heavily relies on educators' continuous learning and professional development. Faculty members must acquire digital skills and competencies to effectively adopt disruptive technologies and implement Quality 4.0 principles in their teaching practices. HEIs should provide opportunities for faculty members to engage in ongoing training programmes, workshops and communities of practice that focus on enhancing their technological proficiencies, pedagogical strategies and collaborative skills.

To the best of the authors' knowledge, this is the first reported study linking the concepts of Quality 4.0 and the Triple Helix of Innovation in HEIs.

Waste has been a major challenge in the construction industry. Lean concepts have been adopted in developed nations to overcome waste. However, developing countries are still faced with the challenge due to a lack of strategies for effective lean knowledge by construction practitioners. The purpose of this research is to identify the strategies for lean knowledge in the future Nigerian construction industry.

This was achieved through a case study of a Nigerian university. Assignments and questionnaires were the two instruments used for data collection in the study. Content analysis was adopted to analyse the data obtained from the assignments, while statistical tools such as correlation and ANOVA analysis were used to analyse the questionnaire data.

The findings of the study showed that the introduction of lean theory into students’ academic curriculum, lean practical classes and collaboration between universities, industry and lean construction institutes are some of the critical strategies for adequate lean knowledge in the future Nigerian construction industry.

The study is case-based and focused on a single university. The study did not also put clients’ level of lean knowledge as well as future required acquaintance into consideration.

This study is important as it will enable students to have an adequate understanding of the concept of lean construction right from a higher institution level. This study will enable students to put the knowledge into practice in the construction industry, hence eliminating waste or NVAAs in future construction projects.

The findings of the study could enhance concerted efforts by universities, lean construction institutes and the construction industry towards an intentional and systematic delivery of lean knowledge that will reduce waste in future Nigerian construction projects. Further studies should be carried out to identify the success factors required by clients for effective lean knowledge in construction projects.

Both technological and human-centric perspectives need to be acknowledged when combining lean production practices and Industry 4.0 (I4.0) technologies. This study aims to explore and explain how lean production practices and I4.0 technologies may coexist to enhance the human-centric perspective of manufacturing operations in the era of Industry 5.0 (I5.0).

The research approach is an explorative and longitudinal case study. The qualitative data collection encompasses respondents from different job functions and organizational levels to cover the entire organization. In total, 18 interviews with 19 interviewees and five focus groups with a total of 25 participants are included.

Identified challenges bring forth that manufacturing organizations must have the ability to see beyond lean production philosophy and I4.0 to meet the demand for a human-centric perspective in socially sustainable manufacturing in the era of Industry 5.0.

The study suggests that while lean production practices and I4.0 practices may be considered separately, they need to be integrated as complementary approaches. This underscores the complexity of managing simultaneous organizational changes and new digital initiatives.

The research presented illuminates the elusive phenomena comprising the combined aspects of a human-centric perspective, specifically bringing forth implications for the co-existence of lean production practices and I4.0 technologies, in the transformation towards I5.0.

The study contributes to new avenues of research within the field of socially sustainable manufacturing. The study provides an in-depth analysis of the human-centric perspective when transforming organizations towards Industry 5.0.

This paper aims to explore how leaders can develop value-based leadership for sustainable quality development in Lean manufacturing.

A qualitative meta-analysis was conducted using data from a three-year study of Lean manufacturing in Sweden using the Shingo business excellence model as an analytical framework.

This study demonstrates that leaders can develop value-based leadership to support Lean manufacturing by defining and articulating the organization’s values and accompanying behaviors that are needed to support the strategic direction; creating forums and time for leaders to identify the why behind decisions and reflect on their experiences to be able to lead a transformative process; and using storytelling to create a coaching culture to connect values and behaviors, to the processes and systems of work.

This paper contributes insights for developing value-based leadership to support a systemic approach to sustainable quality development in lean manufacturing. Findings are based on a limited case sample size of three manufacturing companies in Sweden.

The findings were derived using a unique methodological approach combining storytelling, appreciative inquiry and coaching with traditional data collection methods including surveys and interviews to identify, define and shape value-based leadership in Lean manufacturing.