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