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# Lean-Green 4.0: A Starting Point for an Assessment Model

Susana Duarte

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## To cite this version:

Susana Duarte. Lean-Green 4.0: A Starting Point for an Assessment Model. 8th European Lean Educator Conference (ELEC), Nov 2022, Galway, Ireland. pp.273-284, 10.1007/978-3-031-25741-4_23. hal-04735674

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# Lean-Green 4.0: a starting point for an assessment model

Susana Duarte

UNIDEMI, Department of Mechanical and Industrial Engineering,
NOVA School of Science and Technology, Universidade NOVA de Lisboa,
2829-516 Caparica, Portugal

Laboratório Associado de Sistemas Inteligentes, LASI, 4800-058 Guimarães, Portugal
scd@fct.unl.pt

**Abstract.** Industry 4.0 offered the application of the advancing business operations with innovative digital technologies. With this new industrial era, management systems for example Lean and green management should incorporate the progress in digital technology. Lean and green management is deployed in all organizational areas and all types of industrial sectors, but it isn't yet understood how Lean and green practices will progress in this digitalization era. Companies must have a tool to evaluate the existing transformation level of Lean and green management. Therefore, this paper proposes a baseline framework to design an assessment model as regards to the implementation of Lean and green management in an Industry 4.0 environment. Different dimensions were identified namely: "leadership and strategy", "people", "process", "product", "customer", "supplier", "governance", and "technology". Several measurement items which are grouped into the dimensions are proposed to illustrate what can be measured in the current state within the industrial companies. Managers can adapt their businesses by knowing how to execute a Lean and green system in the new digitalization era. This research aims to contribute to the discussion of the relationships between these two subjects.

**Keywords:** Industry 4.0, Lean, Green, Digitalization, Lean-Green

## 1. Introduction

The well-known concepts of Lean and green management are based on continuous improvement, to eliminate all kinds of waste and use all kinds of resources in a more efficient way [1]. This approach allows organizations to pursue environmental efficiency alongside operational efficiency, making decisions that have a positive impact on the environment [2].

However, the recent evolution of the production and industrial process called Industry 4.0, and its related digital technologies have come to set a new course of new ways of creating customer value, and how organizations make products and deliver services today [3]. Through the integration and application of information and communication technologies, the business processes and engineering processes can be deeply integrated making an environment intelligent [4]. Full automation and digitalization of systems allow an individual customer-oriented adaptation of products or services that will increase value-add for companies and customers. Both, the Lean and green management system, and Industry 4.0 are transversal themes crossing all parts of the industrial process. Several research works conduct analysis comparing Lean, green management, and Industry 4.0. Mayr et al. [5] stated that the Lean management system and I4.0 can coexist and support each other, stating Lean processes are regarded as a basis for the efficient and economic implementation of Industry 4.0. An opposite example is given by Enke et al. [6] who mentioned that digitization cannot replace the value-oriented approach of Lean production in processes, for example, the approach of continuous improvement through systematic problem-solving, the progress of employees' skills through defined goals, and on-site leadership. Although Bonilla et al. [7] point out several I4.0 characteristics that impact positively and negatively the
environmental performance, the authors Enke et al. [6] mentioned that environmental/green management is still little explored in the I4.0 context.

Therefore, trade-offs can occur in the transition of Lean and green management to an I4.0 environment. To overcome these kinds of obstacles, new guidance and support are needed.

It is recognized that the assessment of Lean and green characteristics implementation will assist companies to become more efficient and competitive [8]. Also, the transition of the Lean and green management system to the new industrial era is something that is not well defined yet [1, 3].

To be developed from an analysis point of view of the company's business-level, new guidance and support are needed. Therefore, the purpose of this study is to bridge the gap in the current research in the Lean-green management system and the I4.0 environment, proposing a baseline model to evaluate that transition. This proposed framework is a starting point for the design of an assessment model.

This paper is organized as follows: in section 2, a characterization of Lean and green management is presented and a brief review of literature on Industry 4.0 is illustrated in section 3. In section 4, a Lean and green 4.0 assessment framework is proposed considering the dimensions and several items to be assigned. Finally, some concluding remarks are drawn.

## 2. Lean-green management

Lean-green management is a system to help companies to improve their business performance [1]. Through the recent works [2, 9] it is possible to conclude that the importance given to Lean and green integrated management approaches is rising. The integrated approach is confirmed by several works [8, 9, 10, 11]. The Lean and green approach are adopted alongside each other due to their synergetic characteristics and the resulting positive results and effects of their deployment in all organizational areas [9, 10, 11, 12]. In addition, John et al. [13] reinforce that the scope of this management approach includes multiple organizational areas, involving different processes, and revealing its adaptation to various sectors and business topics.

There are several frameworks where their integration is notorious. Duarte and Cruz-Machado [12] present a Lean and green framework to evaluate the organization through six different criteria: i) people, ii) leadership, iii) stakeholders, iv) strategic planning, v) processes and iv) results. According to the authors, these six criteria are interconnected and through continuous improvement it is possible to achieve better results in the way the organizations can reach a best-in-class structure [12]. Verrier et al. [10] developed, based on the “Lean house”, a “Lean and green house” with three pillars: Lean, green, and human. For them, environmental and social factors are more evoked which proves the interest in the Lean and green approach at both, at the organizational and operational levels [10]. Salvador et al. [9] indicate an approach to the connection between Lean and green in five different organizational areas: i) product planning and design, ii) supply chain management, iii) quality management and performance, iv) organizational culture, and v) logistics. In their structured literature review, Farias et al. [2] considered Lean and green practices as enablers of performance outcomes and they could be the performance drivers of the Lean and green system. Another important point for this integration is mentioned by Munoz-Villamizar et al. [14] indicating that the success of Lean and green practices depends on employee participation, proper training, and the commitment of top management. Munoz-Villamizar et al. [14] adapted the classic “Lean house” proposing an extended Lean-green model adding several tools such as serious games, value stream mapping, overall equipment effectiveness, multi-objective optimization, and issues such as keeping the commitment from all members of the company, and production and environmental training programs. Ramos et al. [11] propose a method centered on a benchmarking methodology to evaluate the management aspects of people, information, products, suppliers, customers, and processes combining Lean management practices and cleaner production to achieve a more eco-efficient production.

The implementation of a Lean-green management system is important to put in action the right characteristics with the right principles giving more attention to their business and the value given to the customer. Table 1 presents several characteristics of the integration of Lean-green. The integration between Lean management and green management is indispensable, and it is expected that it will be evolved and adapt to the new trends that the new industrial era will require [8].
<table><caption>Table 1 - Lean-Green Characteristics</caption><thead><tr><th>References</th><th>Verrier et al. [10]</th><th>Cabrita et al. [15]</th><th>Mittal et al. [16]</th><th>Duarte and Cruz-Machado [12]</th><th>Ramos et al. [11]</th><th>Rodrigues and Kumar [17]</th><th>Bhattacharya et al. [18]</th></tr></thead><tbody><tr><td><strong>Lean-Green characteristics</strong></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Leadership participative and communication</td><td></td><td></td><td></td><td>X</td><td></td><td></td><td>X</td></tr><tr><td>Management commitment and support</td><td></td><td></td><td></td><td></td><td></td><td></td><td>X</td></tr><tr><td>Employee involvement</td><td>X</td><td></td><td></td><td>X</td><td></td><td></td><td>X</td></tr><tr><td>Employee training and development</td><td></td><td></td><td></td><td>X</td><td>X</td><td></td><td>X</td></tr><tr><td>Problem-solving skills</td><td>X</td><td></td><td></td><td>X</td><td>X</td><td></td><td>X</td></tr><tr><td>Flexible workforce</td><td></td><td></td><td>X</td><td>X</td><td></td><td></td><td></td></tr><tr><td>Organizational objectives and scope</td><td>X</td><td></td><td></td><td></td><td>X</td><td></td><td></td></tr><tr><td>Customer value</td><td></td><td>X</td><td>X</td><td>X</td><td></td><td></td><td></td></tr><tr><td>Cost reduction for all stakeholders</td><td></td><td>X</td><td></td><td></td><td></td><td></td><td>X</td></tr><tr><td>Customer satisfaction and loyalty</td><td>X</td><td></td><td></td><td>X</td><td></td><td>X</td><td>X</td></tr><tr><td>Supplier collaboration and involvement</td><td>X</td><td></td><td>X</td><td>X</td><td></td><td>X</td><td>X</td></tr><tr><td>Knowledge and information sharing</td><td></td><td></td><td></td><td>X</td><td>X</td><td>X</td><td></td></tr><tr><td>Continuous improvement</td><td>X</td><td></td><td></td><td>X</td><td></td><td></td><td>X</td></tr><tr><td>Elimination/Tracking of Waste</td><td>X</td><td></td><td></td><td></td><td></td><td>X</td><td>X</td></tr><tr><td>Process technology</td><td></td><td>X</td><td></td><td></td><td></td><td>X</td><td></td></tr></tbody></table>

## 3. Industry 4.0

I4.0 encompasses a variety of principles, methods, and technologies, to make production systems more autonomous, dynamic, flexible, and precise [4, 5]. The new business world with a new focus on digitalization is breaking down the traditional barriers of the industry [19]. By connecting systems, people, and objects, cyber-physical systems are created and allow higher flexibility and increased-on productivity [20]. Therefore, I4.0 and the related technological change, result in modifications that have impacts on organizations [20]. In fact, the dominating focus on I4.0 is on technological capabilities and digital transformation [21]. For Dillinger et al. [22] “I4.0 is a technological-oriented approach”. However, the success of I4.0 technologies depends on several factors including selective supply of information, usability, approval of users, consideration of ethical, social, and legal impacts, and profitability [5].

For now, there is still a panoply of new opportunities and challenges allowing a new characterization of the assessment model. Muller et al. [23] considered the opportunities relevant for the I4.0 implementation and clustered them into categories like strategy, operations, environment, and people, competitiveness and future viability, organizational and production fit, and employee qualification and acceptance. Stock and Seliger [24] analysed the macro and micro perspectives of I4.0. To them, opportunities from a macro perspective are related to the business models and value creation networks. From a micro perspective, the opportunities are defined as equipment, human, organization, process, and product. Doh et al. [25] presented a model that assists in the implementation of the I4.0 concepts in an organization. The authors clustered the data by technology and, benefits and applications (this last considered the human-machine interaction, networking, and value-added). Schumacher et al. [21] proposed a maturity assessment model for I4.0 and extended the technology focus by including the organizational aspects. Their model has considered as basic dimensions of, i) products, ii) customers, iii) operations, and iv) technology, and as organizational dimensions of, v) strategy, vi) leadership, vii) governance, viii) culture, and ix) people. Schumacher et al. [26] developed a maturity assessment model with 65 different items, which are grouped in eight dimensions: i) technology; ii) products; iv) customer and partners; iv) value creation processes; v) data and information; vi) corporate standards; vii) employees; and viii) strategy and leadership. More recently, Wagire et al. [27] proposed in their Industry 4.0 maturity model seven different dimensions defined as i) organizational strategy; ii) people and culture; iii) industry 4.0 awareness; iv) industry 4.0 based technology; v) value chain and processes; vi) smart manufacturing technology; vii) product and services-oriented technology.

According to Ibarra et al. [19], the main requirements to face digitalization are: i) work organization, ii) standardization, iii) availability of products, iv) new business models, v) availability of skilled employees, vi) know-how protection, vii) research investment, viii) professional development and ix) legal frameworks.
Therefore, a digital cultural change is visible, and the management leadership plays a crucial role to achieve a successful change in industrial processes [20]. Digitalization not only involves technological progress and empowerment, but also the management prepared for such challenges [20]. In this environment, objects, machines, devices, people, and products communicate with each other. Therefore, many challenges are faced in an industry 4.0 implementation including technological challenges, economic challenges, scientific challenges, social problems, and political issues [28]. A representative sample of the several characteristics is compiled in Table 2.

<table><caption>Table 2 - I4.0 Characteristics</caption><thead><tr><th>References</th><th>Schumacher et al. [21]</th><th>Muller et al. [23]</th><th>Ibarra et al. [19]</th><th>Mayr et al. [5]</th><th>Helming et al. [20]</th><th>Sony and Naik [29]</th><th>Wagire et al. [27]</th></tr></thead><tbody><tr><td><strong>Industry 4.0 characteristics</strong></td><td></td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Management support</td><td></td><td></td><td></td><td></td><td>X</td><td>X</td><td>X</td></tr><tr><td>Management competencies and methods</td><td>X</td><td></td><td></td><td></td><td></td><td>X</td><td></td></tr><tr><td>Management transparency</td><td></td><td></td><td></td><td>X</td><td>X</td><td>X</td><td></td></tr><tr><td>Employee training in new technology</td><td>X</td><td></td><td>X</td><td></td><td></td><td>X</td><td>X</td></tr><tr><td>Autonomy of employees</td><td>X</td><td></td><td></td><td>X</td><td></td><td></td><td></td></tr><tr><td>ICT competencies of employees</td><td>X</td><td></td><td></td><td></td><td></td><td>X</td><td>X</td></tr><tr><td>New business models</td><td>X</td><td>X</td><td>X</td><td></td><td></td><td>X</td><td></td></tr><tr><td>New value offers</td><td></td><td>X</td><td></td><td>X</td><td></td><td>X</td><td></td></tr><tr><td>Decentralization of decision making</td><td></td><td></td><td>X</td><td></td><td></td><td>X</td><td></td></tr><tr><td>Service orientation</td><td></td><td></td><td>X</td><td></td><td></td><td></td><td></td></tr><tr><td>Customer orientation</td><td></td><td></td><td>X</td><td></td><td></td><td>X</td><td>X</td></tr><tr><td>Environmental impact reduction</td><td></td><td>X</td><td></td><td></td><td></td><td>X</td><td></td></tr><tr><td>Resource allocation</td><td>X</td><td></td><td></td><td></td><td></td><td>X</td><td></td></tr><tr><td>Avoiding waste</td><td></td><td></td><td></td><td>X</td><td>X</td><td>X</td><td></td></tr><tr><td>Developing integral customer experiences</td><td></td><td></td><td>X</td><td></td><td></td><td>X</td><td>X</td></tr><tr><td>Cost reduction</td><td></td><td></td><td>X</td><td></td><td></td><td>X</td><td>X</td></tr><tr><td>Customer data</td><td>X</td><td></td><td>X</td><td></td><td></td><td>X</td><td>X</td></tr><tr><td>Process and products complexity</td><td></td><td></td><td>X</td><td>X</td><td></td><td>X</td><td>X</td></tr><tr><td>Real-time information</td><td></td><td></td><td>X</td><td></td><td></td><td>X</td><td>X</td></tr><tr><td>Individualization of products</td><td>X</td><td></td><td></td><td></td><td></td><td></td><td></td></tr><tr><td>Digitalization of products</td><td>X</td><td></td><td></td><td></td><td></td><td>X</td><td>X</td></tr><tr><td>Standardized and transparent processes</td><td></td><td></td><td></td><td>X</td><td></td><td>X</td><td>X</td></tr></tbody></table>

In their work, Sony and Naik [29] mentioned that I4.0 includes every aspect of the organization, sector, or society. Indeed, they identify 10 critical success factors around the I4.0: i) organizational strategy; ii) top management support; iii) employees: iv) make your products or services smart; v) make efforts to digitize the supply chain; vi) digitize the organization; vii) change management; viii) project management; ix) sustainability [29]. Subsequently, these challenges create uncertainty about organizational capabilities and adequate management systems.

## 4. Lean-green 4.0 proposal framework

The Lean-green management system can be a starting point for the I4.0 implementation [3]. There isn't a unique way to implement Lean and green practices [30], and to implement the requirements of I4.0 [19]. Mayr et al. [5] give an overview of the literature that supports the perception of the integration between Lean manufacturing and Industry 4.0: Lean manufacturing as an enabler for introducing I4.0 tools, or I4.0 tools as promoters of Lean manufacturing, or the positive synergies between them. This is strengthened by Pereira and Sachinanda [31] who mentioned that Lean and I4.0 are not synergetic, but they complement each other when applied in conjunction. Also, they indicate as an example that Lean manufacturing can impact I4.0 by automation. Undeniably, several works relative to the combination between lean manufacturing and I4.0 are encountered in literature [4, 5, 31]. Green in I4.0 is better considered because the allocation of resources such as products, materials, energy, and water can be realized in a more efficient way [24]. The latest technology developments and smart tools such as additive manufacturing, internet of things and services, cloud computing, cloud-based services, big data analytics, artificial intelligence, collaborative robots, additive manufacturing, artificial vision or augmented reality, and the human-machine interface allow a better understanding of
customers' needs, improve the influence of Lean-green on processes and reinforces the entire network relationships [3, 19].

The integration of Lean and green management with the I4.0 approach was studied by many authors [1, 3, 8, 13, 14, 32]. The linkages between Lean and green characteristics and the I4.0 concepts were studied by Duarte and Cruz-Machado [3] through the subjects: manufacturing, logistics and supply, product and process design, product, customer, supplier, employee, information sharing, and energy. Also, John et al. [13] developed a conceptual model representing the integrated approach to Lean and green 4.0 which put in evidence the relation of drivers and design principles of Lean-green with I4.0 technologies and processes. Leong et al. [32] developed a model for the implementation of the Lean and green approach to solving dynamic industry problems associated with Industry 4.0. In their model, a Lean-green checklist was defined as the guideline to identify the performance indicators.

Based on the research background was consolidated and proposed the dimensions for the framework to evaluate the Lean and green implementation in I4.0 transformation (Figure 1). These assessment models are examples of how organizations can be evaluated and indicates where improvement actions are needed.

<table><thead><tr><th colspan="2">Lean-green management</th><th colspan="2">Industry 4.0</th></tr><tr><th colspan="4">Dimensions</th></tr><tr><th>Duarte and Cruz-Machado [12]</th><th>Ramos et al. [11]</th><th>Schumacher et al. [21]</th><th>Schumacher et al. [26]</th></tr></thead><tbody><tr><td>-Leadership</td><td>-Management/ Responsibility</td><td>-Products</td><td>-Technology</td></tr><tr><td>-Strategic planning</td><td>-People</td><td>-Customers</td><td>-Products</td></tr><tr><td>-People</td><td>-Information</td><td>-Operations</td><td>-Customer and partners</td></tr><tr><td>-Processes</td><td>-Supplier/ Organization/Customer</td><td>-Technology</td><td>-Value creation processes</td></tr><tr><td>-Stakeholders</td><td>-Product Development</td><td>-Strategy</td><td>-Data and information</td></tr><tr><td>-Results</td><td>-Production Process</td><td>-Leadership</td><td>-Corporate standards</td></tr><tr><td></td><td></td><td>-Governance</td><td>-Employees</td></tr><tr><td></td><td></td><td>-Culture</td><td>-Strategy and leadership</td></tr><tr><td></td><td></td><td>-People</td><td></td></tr></tbody></table>

<figure><img src="image_5.png" /><figcaption>Figure 1 - The proposed dimensions to assign to the conceptual framework</figcaption></figure>

For the proposed model, eight different dimensions were consolidated, namely: "leadership and strategy", "people", "process", "product", "customer", "supplier", "governance", and "technology". Such consolidation will serve as the basis for establishing the linkages between Lean and green management and the I4.0 approach. Each dimension will result in several items to evaluate the current state of the organization. Table 3 provides examples of items that can measure the state of organizations in terms of Lean and green 4.0.

<table><caption>Table 3 - Dimensions and Measurement items for Lean-green 4.0</caption><thead><tr><th>Lean-green 4.0 dimension</th><th>Measurement item</th><th>Ref.</th></tr></thead><tbody><tr><td>Leadership and strategy</td><td>- Leadership with transparency in the communication<br>- Virtual leadership only when it is possible<br>- Management competencies<br>- Company's digital transformation vision and roadmap<br>- Company with a flat hierarchy</td><td>Helming et al. [20];<br>Schumacher et al. [21]; Leong et al. [32]</td></tr></tbody></table>
<table><thead><tr><td>Lean-green 4.0 dimension</td><td>Measurement item</td><td>Ref.</td></tr></thead><tbody><tr><td>People</td><td>- Employees' skills and qualifications<br>- Employee training<br>- Employee openness to digital transformation<br>- Systematic problem-solving to improve digital transformation</td><td>Verrier et al. [10]; Ramos et al. [11]; Ibarra et al. [19]; Duarte and Cruz-Machado [12]</td></tr><tr><td>Product</td><td>- Product individualization considering eco-design<br>- Innovation focus<br>- Control of resource usage<br>- Digitalization of products to integrate with other systems</td><td>Duarte and Cruz-Machado [3]; Mayr et al. [5]; Ramos et al. [11]; Ibarra et al. [19]; Helming et al. [20]; Duarte and Cruz-Machado [30]</td></tr><tr><td>Process</td><td>- Waste elimination and control<br>- Environmental conscious design<br>- Flexible workforce<br>- Real-time monitoring and control<br>- Digital information process<br>- Process Technology</td><td>Duarte and Cruz-Machado [8]; Ramos et al. [11]; Helming et al. [20]; Schumacher et al. [21]; Schumacher et al. [26]; Duarte and Cruz-Machado [30]</td></tr><tr><td>Customer</td><td>- Digital channels<br>- Customer focus/needs<br>- Long-term relationship</td><td>Duarte et al. [1]; Duarte and Cruz-Machado [3]; Ibarra et al. [19]</td></tr><tr><td>Supplier</td><td>- Digital channels<br>- Cross company collaboration<br>- Sharing uncertainty<br>- Knowledge sharing</td><td>Duarte et al. [1]; Duarte and Cruz-Machado [12]; Ibarra et al. [19]; Schumacher et al. [21]</td></tr><tr><td>Technology</td><td>- Information technology resources<br>- Information technology integration<br>- More transparent information sharing<br>- Digital tools</td><td>Ibarra et al. [19]; Leong et al. [32]</td></tr><tr><td>Governance</td><td>- Legal requirements<br>- Technological standards<br>- Management Standards<br>- Perception regarding the usefulness of I4.0<br>- Environmental impact</td><td>Duarte and Cruz-Machado [3]; Duarte and Cruz-Machado [8]; Duarte and Cruz-Machado [12]; Schumacher et al. [21]; Muller et al. [23]; Schumacher et al. [26]; Leong et al. [32]</td></tr></tbody></table>

## 6. Conclusion

The proposed framework is a starting point for the design of an assessment model, to guide the deployment of Lean and green management characteristics within the new industrial era. A model structure with dimensions and measurement items is identified. The model proposes eight different dimensions, namely: “leadership and strategy”, “people”, “process”, “customer”, “supplier”, “governance”, “product”, and “technology”. These dimensions will serve as the basis for establishing the linkages between Lean and green management and the I4.0 approach. In the line with the studies of Duarte and Cruz-Machado [12], Schumacher et al. [21], and Wagire et al. [27], this model should consider the weighting criteria for each dimension and related measurement items. This will go to help to evaluate the transition/implementation, reflecting what strategies, action plans, and improvements will have to be applied. So, it is intended that this model allows rigor in the transition process.

Thus, the main contribution of this study is to provide the research proposition, which can be developed and tested in future empirical studies. The model should present the new guidelines and weighting criteria to evaluate the level of transition. This model should be developed to systematically assess the industrial companies' state of development. Therefore, future research is needed. First, more measurement items can be introduced. After, it should be determined the importance of weights of dimensions and measurement items through a multi-criteria decision-making technique, for example, Analytic Hierarchy Process. Finally, the model should be empirically validated through qualitative multi-case study, in different industrial sectors.

## Acknowledgment

Author acknowledge Fundação para a Ciência e a Tecnologia (FCT - MCTES) for its financial support via the project UIDB/00667/2020 (UNIDEMI).
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