CategoryIssue 2-2025, publiction

mgr Robert WILGOCKI – Uniwersytet Kaliski im. Prezydenta Stanisława Wojciechowskiego, ul. Nowy Świat 4, 62- 800 Kalisz, Polska, email: robert.wilgocki@gmail.com

Received 7.04.2025. Accepted 18.04.2025

Abstract

Purpose: The purpose of this article is to analyze the impact of digitalization, automation, and artificial intelligence (AI) on the development and implementation effectiveness of Lean Management in contemporary industrial organizations, with a particular focus on the concepts of Lean 4.0, Lean 5.0, Kaizen 4.0, and Green Lean.
Design/methodology/approach: A mixed-methods approach was used. The quantitative part involved an online survey conducted among 12 managers from the electronics manufacturing sector in Poland. The qualitative component was based on six in-depth expert interviews. The study examined the use of Lean tools and digital technologies (BI, AI, IoT), the level of digital competencies, and implementation barriers. Descriptive statistics, Pearson correlation tests, and content analysis were applied.
Findings/conclusions: The findings confirm the growing role of digital tools in Lean environments. The average effectiveness of Lean implementation was rated 3.7/5. Only 32% of respondents reported high digital competencies. The main identified barriers were lack of competencies, high implementation costs, and IT integration challenges. Experts emphasized the need to transform organizational culture and redefine leadership roles as mentors of change. Lean 5.0 is seen as a future-oriented model that integrates technology with humanistic values.
Research limitations: The main limitation is the small sample size (n=12), which constrains the generalizability of the results. Nevertheless, the expert profile of the respondents and the use of methodological triangulation (survey + interviews) enhance the study’s cognitive value.
Practical implications: The study offers practical guidance for leaders and managers implementing Lean in digital and hybrid work environments. It includes recommendations for developing digital competencies, deploying BI and AI tools, integrating ESG goals with Lean practices, and transforming leadership approaches.
Originality/value: The originality of the study lies in combining theoretical analysis with empirical research on Lean 5.0 in the context of Industry 5.0. The article contributes new insights into the relationship between technology and organizational culture and identifies critical success factors for digital
Lean transformation.

Keywords

Lean Management, Lean 4.0 & 5.0, Kaizen 4.0, AI, Green Lean

dr inż. Anna MAZUR – prof. PP, Politechnika Poznańska, plac Marii Skłodowskiej-Curie 5, 60-965 Poznań, Polska, e-mail: anna.mazur@put.poznan.pl
inż. Mikołaj KURZAWSKI – Politechnika Poznańska, plac Marii Skłodowskiej-Curie 5, 60-965 Poznań, Polska, e-mail: mikolaj.kurzawski@student.put.poznan.pl
inż. Grzegorz KOŁPOWSKI – prof. PP, Politechnika Poznańska, plac Marii Skłodowskiej-Curie 5, 60-965 Poznań, Polska, e-mail: grzegorz.kolpowski@student.put.poznan.pl

Received 1.04.2025. Accepted 16.04.2025

Abstract

Purpose: The aim of this study is to identify sources of waste and assess their impact on the efficiency of production processes within a manufacturing enterprise. Additionally, the study presents proposed solutions aimed at eliminating the identified sources of waste in production processes.
Design/methodology/approach: The study involves an analysis of literature and other available scientific sources focusing on process improvement and waste elimination. Based on this analysis, appropriate tools and methods are selected to both eliminate the identified waste and evaluate their impact on the efficiency of production processes. The research methodology includes the use of observation, interviews, control sheets, process diagrams, the 5 Why analysis, and time studies.
Findings/conclusions: In a dynamically changing environment, a company must continuously improve its competitiveness. One effective way to achieve this – while reducing production costs and maintaining the expected quality of manufactured products – is through waste elimination, which is deeply rooted in Lean philosophy. It is important to recognize that even minor changes, such as reorganizing work in quality control, can significantly improve working conditions and work efficiency. Employees also experience better work comfort, which translates into higher motivation and engagement.
Research limitations: Only selected methods of waste identification were applied, and the sources of waste were identified in specific areas of the company’s operations. For future research, it is recommended to apply additional methods that may prove more effective for certain processes.
Practical implications: The results and conclusions of the study confirm the effectiveness of the proposed solutions. Moreover, they enable the researched enterprise to pilot the implementation of these improvements as ready-to-use enhancements to production processes.
Originality/value: The waste elimination methods proposed by the authors are based on previously known solutions. However, they have been further developed and tailored to address the specific problems identified during the comprehensive analysis of the processes within the studied enterprise.

Keywords

waste, quality management, lean management

prof. dr hab. inż. Zbigniew KŁOS – Politechnika Poznańska, Wydział Inżynierii Lądowej i Transportu, ul. Piotrowo 3, 60-695 Poznań, Polska, e-mail: zbigniew.klos@put.poznan.pl
dr hab. Jacek KŁOS – Uniwersytet im. Adama Mickiewicza w Poznaniu, Wydział Chemii, ul. Uniwersytetu Poznańskiego 8, 61-614 Poznań, Polska, e-mail: jacek.klos@amu.edu.pl

Received 26.03.2025. Accepted 7.04.2025

Abstract

Purpose: The main objective is to indicate the significant role of Professor Elżbieta Skrzypek in the development and sharing of information on the issues of pro-quality knowledge and intellectual capital management, through a series of texts delivered and published in the materials of the Total Quality Management (TQM) conferences organized by the Poznań University of Technology.
Design/methodology/approach: The above-mentioned activity stems from the noticeable revaluation in the business environment from the so-called ‘old economy’ to the ‘new economy’, oriented towards the use of knowledge and intellectual capital, as well as the need to communicate about it.
Findings/conclusions: The analysis of available publication materials indicates the leading role of Professor Elżbieta Skrzypek in the pro-quality oriented comprehensive development and popularization of the issues of knowledge and intellectual capital management in Poland.
Research limitations: Due to the specific – anniversary – nature of the publication, which is an expression of respect for the Professor’s role in the development of the discussed issues, the analysis of the issue was limited to the consistent series of Professor’s publications in the materials of the Total Quality Management (TQM) conferences organized by the Poznań University of Technology.
Practical implications: The issues discussed in the article are a practical expression of appreciation for the creative scientific activity of Professor Elżbieta Skrzypek on the 50th anniversary of her work, and it has a review character.
Originality/value: For the analysis carried out in this article, a series of articles, closely related thematically and authored by Professor Elżbieta Skrzypek, has been selected, which are currently difficult to access.

Keywords

Professor Elżbieta Skrzypek, quality, knowledge, intellectual capital, management, series of publications