2026/07/15 by Peder Veng Søberg, Rasmus Sorth, Samuel Brüning Larsen
Engineering · Business, Management and Accounting · #Digital Transformation in Industry #Flexible and Reconfigurable Manufacturing Systems #Quality and Supply Management
paper · doi:10.1080/00207543.2026.2702053
This study examines how strategic lean practices (SLPs), including Hoshin Kanri, catchball processes, lean improvement tools, and digital diagnostic capabilities, support the transition toward human-centered, resilient Industry 5.0 manufacturing systems. Drawing on knowledge management theory, strategy deployment literature, and research on Industry 4.0 and 5.0, the study conducts a comparative analysis of four manufacturing cases. The findings suggest that stronger diagnostic infrastructures, including value stream mapping (VSM), dashboards, heat maps, and other digital performance visibility tools, support richer knowledge management processes by enabling more robust combination and internalisation processes within the SECI model. The cases further demonstrate that digitalisation reduces the manual burden associated with data collection and problem identification, enabling organisations to focus more on longitudinal analysis, prioritisation, and continuous improvement. The study also highlights how overly granular target structures can lead to dysfunctional local optimisation, whereas more aggregated strategic deployment mechanisms can strengthen shared ownership across organisational functions. The paper contributes a contingent decision framework for selecting strategic lean practices depending on the strategic challenge, available diagnostic capabilities, and desired Industry 5.0 outcomes.