FROM LEAN TO LEAN 4.0: A CRITICAL REVIEW OF LEAN THINKING IN GLOBAL BUSINESS MANAGEMENT

Abstract

This article aims to critically analyze the application of lean thinking in contemporary business management, investigating its impacts on organizational performance, sectoral adaptations, and synergies with complementary methodologies. Starting from its origins in the Toyota Production System, lean has evolved into a management philosophy focused on eliminating waste, increasing efficiency, and generating value, and is now applied in multiple sectors beyond manufacturing. The research was conducted through a theoretical review of 10 scientific articles selected based on criteria of relevance, timeliness, and sector diversity, covering areas such as shared services, research and development, healthcare, hospitality, sustainability, and logistics. The results showed that the application of lean thinking has led to significant improvements in process standardization, waste reduction, time savings, and better resource management, especially when integrated with approaches such as Agile, Six Sigma, and Industry 4.0 tools. The discussion of the studies analyzed reveals that the successful implementation of lean depends heavily on adaptation to the specific context, leadership engagement, and the consolidation of a culture of continuous improvement. Recurring challenges identified include organizational resistance, superficial application of tools, and difficulty in aligning lean with institutional strategies. It can be concluded that lean thinking remains relevant as a platform for organizational transformation and strategic management, being particularly effective when integrated with digital technologies and hybrid models. Based on the findings, it is recommended to invest in team training, strategic alignment of the lean philosophy, and exploration of its application in new contexts, such as digital companies, sustainable environments, and value chains oriented toward governance and innovation. In the US context, the integration of Lean Thinking and emerging digital technologies is a driver of resilience in critical chains (health, semiconductors, transportation, and energy) and economic security. The findings of this review provide actionable evidence for managers and policymakers in the United States, connecting operational efficiency to U.S. competitiveness and sustainability/ESG goals. Also noteworthy is the centrality of workforce development as a condition for scaling Lean 4.0 gains at the sectoral and national levels.