Implementing Lean 4.0: a review of case studies in pharmaceutical industry transformation

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dc.contributor.authorTetteh-Caesar, Michelle Grace
dc.contributor.authorGupta, Sumit
dc.contributor.authorSalonitis, Konstantinos
dc.contributor.authorJagtap, Sandeep
dc.date.accessioned2024-06-03T13:28:16Z
dc.date.available2024-06-03T13:28:16Z
dc.date.issued2024-05-20
dc.description.abstractPurpose The purpose of this systematic review is to critically analyze pharmaceutical industry case studies on the implementation of Lean 4.0 methodologies to synthesize key lessons, benefits and best practices. The goal is to inform decisions and guide investments in related technologies for enhancing quality, compliance, efficiency and responsiveness across production and supply chain processes. Design/methodology/approach The article utilized a systematic literature review (SLR) methodology following five phases: formulating research questions, locating relevant articles, selecting and evaluating articles, analyzing and synthesizing findings and reporting results. The SLR aimed to critically analyze pharmaceutical industry case studies on Lean 4.0 implementation to synthesize key lessons, benefits and best practices. Findings Key findings reveal recurrent efficiency gains, obstacles around legacy system integration and data governance as well as necessary operator training investments alongside technological upgrades. On average, quality assurance reliability improved by over 50%, while inventory waste declined by 57% based on quantified metrics across documented initiatives synthesizing robotics, sensors and analytics. Research limitations/implications As a comprehensive literature review, findings depend on available documented implementations within the search period rather than direct case evaluations. Reporting bias may also skew toward more successful accounts. Practical implications Synthesized implementation patterns, performance outcomes and concealed pitfalls provide pharmaceutical leaders with an evidence-based reference guide aiding adoption strategy development, resource planning and workforce transitioning crucial for Lean 4.0 assimilation. Originality/value This systematic assessment of pharmaceutical Lean 4.0 adoption offers an unprecedented perspective into the real-world issues, dependencies and modifications necessary for successful integration, absent from conceptual projections or isolated case studies alone until now.en_UK
dc.identifier.citationTetteh-Caesar MG, Gupta S, Salonitis K, Jagtap S. (2024), Implementing Lean 4.0: a review of case studies in pharmaceutical industry transformation. Technological Sustainability, Available online 10 May 2024en_UK
dc.identifier.issn2754-1312
dc.identifier.urihttps://doi.org/10.1108/TECHS-02-2024-0012
dc.identifier.urihttps://dspace.lib.cranfield.ac.uk/handle/1826/21818
dc.language.isoen_UKen_UK
dc.publisherEmeralden_UK
dc.rightsAttribution 4.0 International*
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/*
dc.subjectLean 4.0en_UK
dc.subjectLean thinkingen_UK
dc.subjectIndustry 4.0en_UK
dc.subjectpharmaceuticalsen_UK
dc.subjectdrug manufacturingen_UK
dc.subjectsupply chainen_UK
dc.titleImplementing Lean 4.0: a review of case studies in pharmaceutical industry transformationen_UK
dc.typeArticleen_UK
dcterms.dateAccepted2024-04-16

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