Lean transformation and sustainability in a medium-sized automotive supplier: a case study

Thesis Abstract

Lean transformation and sustainability in a medium-sized automotive supplier a case study This study investigates how lean transformation initiatives influence sustainability performance within a medium-sized automotive supplier, addressing persistent tensions between efficiency, waste reduction, and long-term environmental stewardship in a dynamic supply chain context. The central aim is to elucidate the mechanisms by which lean practices contribute to economic, environmental, and social sustainability outcomes, and to identify organizational conditions that enable or constrain those outcomes. Specific objectives are to (1) map the lean deployment across value streams and quantify associated waste reduction and lead-time improvements; (2) assess sustainability performance indicators including energy intensity, material waste to landfill, and total cost of ownership from a life-cycle perspective; (3) examine the role of organizational culture, leadership, and workforce engagement in sustaining lean and sustainability gains; (4) develop a parsimonious framework linking lean tools to sustainability outcomes and (5) provide actionable recommendations for medium-sized automotive suppliers pursuing integrated lean-sustainability strategies. A mixed-methods research design is employed, combining longitudinal case study methods with cross-sectional survey data. The population comprises all production and logistics personnel, middle to senior management, and quality engineers within a single medium-sized automotive supplier operating in a regional European supply cluster with annual revenue around €120 million and 600 employees. A purposive sample of 120 respondents will be drawn for the survey to ensure representation across functional areas, supplemented by 18 in-depth interviews with line supervisors, lean coordinators, and sustainability officers. Plant-level archival data spanning five years will be used to triangulate reported improvements. Data collection instruments include a structured questionnaire validated for reliability (Cronbach’s alpha >0.80 for key constructs such as lean maturity, perceived organizational support, and sustainability performance) and semi-structured interview guides aligned with the study’s theoretical lens. The research will apply the Resource-Based View and the Theory of Lean as a theoretical pairing, complemented by the sustainability performance framework encompassing economic, environmental, and social dimensions. Analytical techniques comprise descriptive statistics and exploratory factor analysis to validate measurement models, followed by multiple regression and partial least squares structural equation modeling (PLS-SEM) to test hypothesized relationships between lean maturity, cultural enablers, and sustainability outcomes. Time-series analyses will examine trends in waste reduction, energy consumption, and cycle times pre- and post-lean interventions. Thematic analysis of interview data will identify contextual factors, barriers, and enablers, integrating qualitative insights with quantitative findings to develop a holistic interpretation. Expected findings indicate that higher lean maturity is positively associated with reductions in manufacturing waste, shorter cycle times, and lower energy intensity, with effect sizes moderated by leadership commitment and frontline empowerment. The study anticipates discovering a mediating role for organizational culture and cross-functional teamwork in translating lean tools into sustainability benefits, and a moderating effect of supplier collaboration on environmental performance in the broader supply chain. It is also expected that specific lean practices, such as standardized work, pull scheduling, and visual management, will exhibit stronger associations with waste minimization and material efficiency than others, while governance mechanisms will influence long-term sustainability integration. The contribution to knowledge lies in providing empirical evidence on the integrative potential of lean and sustainability in a medium-sized automotive context, advancing a context-rich framework that links lean tool deployment to multi-dimensional sustainability outcomes, and offering a practical roadmap for SMEs navigating lean transformations within sustainability imperatives. The study extends the literature by addressing gaps related to organizational context, cultural determinants, and the durability of lean-induced sustainability gains beyond large enterprises, and by offering a validated measurement model for lean-sustainability performance. The main conclusion posits that a coherent lean strategy, reinforced by a supportive organizational culture and active worker engagement, yields significant sustainability dividends in a medium-sized automotive supplier. Recommendations include prioritizing leadership development aligned with lean culture, establishing a formalized continuous improvement cadence with cross-functional cross-training, embedding sustainability metrics into daily management systems, and fostering supplier partnerships to extend lean-sustainability benefits across the value chain. Additional avenues for future research include comparative studies across multiple SMEs and longitudinal evaluations of post-pandemic resilience in lean-sustainability implementations.