Streamlining operations management by classifying methods and concepts of Lean and Ergonomics within a sociotechnical framework

B unne , S e an; Yuching, Candice Kam; Bengle , Klaus
A icle — Published Ve sion
S eamlining ope a ions managemen by classi ying
me hods and concep s o Lean and E gonomics wi hin a
socio echnical amewo k
Ope a ions Managemen Resea ch
P o ided in Coope a ion wi h:
Sp inge Na u e
Sugges ed Ci a ion: B unne , S e an; Yuching, Candice Kam; Bengle , Klaus (2024) : S eamlining
ope a ions managemen by classi ying me hods and concep s o Lean and E gonomics wi hin a
socio echnical amewo k, Ope a ions Managemen Resea ch, ISSN 1936-9743, Sp inge US, New
Yo k, NY, Vol. 17, Iss. 3, pp. 1172-1196,
h ps://doi.o g/10.1007/s12063-024-00488-y
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Vol:.(1234567890)
Ope a ions Managemen Resea ch (2024) 17:1172–1196
h ps://doi.o g/10.1007/s12063-024-00488-y
S eamlining ope a ions managemen byclassi ying
me hods andconcep s o Lean andE gonomics wi hin
asocio echnical amewo k
S e anB unne 1 · CandiceKamYuching1· KlausBengle 1
Recei ed: 23 Oc obe 2023 / Re ised: 15 Ap il 2024 / Accep ed: 16 Ap il 2024 / Published online: 12 June 2024
© The Au ho (s) 2024
Abs ac
Companies ha e implemen ed Lean o inc ease e iciency and compe i i eness. Howe e , he impo ance o E gonomics
is o en neglec ed, esul ing in e gonomic p oblems and lowe p o i abili y and accep ance o Lean. This s udy p esen s a
comp ehensi e app oach o Ope a ions and P oduc ion Managemen (OPM) conside ing socio echnical syne gies.Fo Lean
and E gonomics, li e a u e-based main me hodologies and ca ego ies a e de ined. These main me hodologies/ca ego ies a e
used as sea ch- e m combina ions in a u he li e a u e sea ch. This li e a u e is di ided in o “P oduc ion wo ke ” (PW),
“Physical en i onmen ” (PE), “Indus y 4.0 echnology” (i4.0), “Company cul u e” (CC), and “Manu ac u ing me hods”
(MM) based on a me ic, he socio echnical sys em (STS) concep . This makes i possible o de e mine he pe cen age o
pa icipa ion in Lean and E gonomics a icles by STS ca ego y. The main di e ences can be seen in PE (Lean: 10%; E go-
nomics: 24%) and i4.0 (Lean: 29%; E gonomics: 15%). Howe e , o PW (Lean: 18%; E gonomics: 21%), CC (Lean: 19%;
E gonomics: 20%), and MM (Lean: 26%; E gonomics: 20%), he e a e simila i ies be ween Lean and E gonomics. The OPM
use should manage he PW, CC, and MM ac o s equally wi h Lean and E gonomics, as he objec i e is he same. Fo PW,
CC, and MM measu es, a p o essional sepa a ion in o Lean/OPM and E gonomics/Occupa ional Medicine does no make
sense. Conce ning i4.0, he e is a dange ha he human ac o in (especially inno a ion-o ien ed) OPM will be unjus ly
neglec ed and ha oo much emphasis will be placed on supposedly human- ee echnology.
Keywo ds Ope a ions managemen · P oduc ion managemen · Lean e gonomics· Lean managemen · Human ac o s
enginee ing· Ope a ional excellence
1 In oduc ion
Ope a ions managemen and p oduc ion managemen
(OPM) ha e e ol ed om Indus y 1.0 o he cu en phase
o Indus y 4.0, ocusing on he d i ing o ces o change and
he ma ke , as well as exis ing o newly de eloped me h-
ods and echnologies (Choi e al. 2022). The isk is ha an
OPM ocused on inno a ion will neglec exis ing and equally
essen ial playe s in a manu ac u ing en e p ise. Dis up i e
echnologies such as a i icial in elligence, mobile obo -
ics, 3D p in ing, digi al wins, i ual eali y, and o he s a e
eme ging indi idually and collec i ely, p o iding da a o
OPM and exploi ing o he capabili ies (Vini ha e al. 2020).
A neglec ed aspec behind he sys em- and echno-cen ic
me hods and echnologies o OPM is he use o hese ools,
he employee, who is di ec ly exposed o he amewo k o
OPM and mus be aken in o accoun o s a egic decisions
o op managemen (B unne e al. 2022; Chen e al. 2023).
Indus y 4.0 me hods and echnologies ac as acili a o s o
he e ec s o lean p oduc ion p ocesses on imp o ing ope a-
ional pe o mance (Blanco e al. 2023; Ding e al. 2023).
The necessa y amewo k o his cause-and-e ec ela ion-
ship is c ea ed h ough holis ic OPM (To o ella e al. 2019).
This seems only logical since Lean, in he o m o lean p o-
duc ion/managemen , is he gold s anda d o manu ac u ing
companies in he 21s cen u y, and he speci ica ions and
p inciples o a lean p oduc ion concep should no only be
p epa ed bu also enabled by OPM (Ha dcop e al. 2021).
* S e an B unne
[email p o ec ed]
1 Technical Uni e si y o Munich, TUM School
o Enginee ing andDesign, Chai o E gonomics,
Bol zmanns aße 15, D-85747Ga ching, Munich, Ge many
1173S eamlining ope a ions managemen byclassi ying me hods andconcep s o Lean andE gonomics… wi hinasocio echnical amewo k
E gonomics is he scien i ic discipline ocused on unde -
s anding and op imizing human in e ac ions wi h a ( echni-
cal) sys em o p o ide wellbeing o he human and pe o -
mance o he sys em (Dul e al. 2012). Simila o OPM, he
discipline de eloped in esponse o mega ends and he g ea
indus ial e olu ions bu has always been human-cen e ed.
As a esul , ex eme wo king hou s o up o 16 hou s, high
acciden a es, and comple e absence o social secu i y a e
hings o he pas (Luczak e al. 2018). Howe e , jus as he
OPM lacks a connec ion o he human ac o , he signi ican
de elopmen s in E gonomics lack he e e ence o business
science and OPM ha would make E gonomics indispensa-
ble o a a ional company (Dul and Neumann 2009; Sobhani
e al. 2016).
Acco ding o Chen e al. (2023), holis ic OPM mus con-
side he use o all ope a ional me hods and echnologies,
p ima ily he OPM manage /enginee . Howe e , acco ding o
B unne e al. (2022), mo e is needed because he end e ec o
in his decision cascade is he p oduc ion wo ke , who usually
does no pa icipa e in OPM decisions bu is di ec ly a ec ed
by hem. This means ha he e a e wo socio echnical le els
on which OPM ope a es (Dwo schak and Zaise 2014); usu-
ally, only he le el o he p oduc ion wo ke is associa ed wi h
di ec p oduc i i y and alue c ea ion on he one hand, and
wi h classical p oduc ion e gonomics on he o he (Ba ini
e al. 2011; Neumann and Dul 2010).
P oduc ion e gonomics is o en seen as a cos a he han a
success ac o (Za e e al. 2016). A gene alized managemen
app oach such as “managemen by measu emen ,” on which
OPM and he Lean philosophy a e based, is no widely used in
E gonomics (G eig e al. 2023), al hough he e a e measu es
and pa ame e s o link p oduc ion e gonomics o Lean and
OPM (Kolus e al. 2018; Yung e al. 2020).
As OPM plays a i al ole in ope a ional and s a egic deci-
sions o p epa es hem o op managemen , a comp ehensi e
unde s anding o lean p oduc ion and lean managemen on he
one hand and p oduc ion e gonomics on he o he hand is c u-
cial. The e o e, OPM manage s and p ac i ione s mus unde -
s and how Lean as a p oduc ion and managemen concep and
E gonomics as a human-cen e ed coun e pa wo k oge he ,
alongside each o he o agains each o he . The esea ch ques-
ion is: In which ca ego ies o he socio echnical sys em “ ac-
o y” do Lean and E gonomics di e ?
This pape examines he simila i ies and di e ences
be ween Lean and E gonomics using an e alua ion sys em ha
p o ides e idence. The pape de ines he same s anda dized
e alua ion ca ego ies o me hods and concep s o bo h Lean
and E gonomics. A li e a u e e iew hen examines which ca -
ego ies o Lean and E gonomics measu es and domains a e
syne gis ic o an agonis ic. This is impo an o OPM use s
because he applica ion o OPM/Lean a ec s no only p oduc-
i i y and p o i abili y bu also an en i e socio echnical sys em.
By „Lean,” we mean he philosophy and discipline de i ed
om lean managemen , lean p oduc ion, lean manu ac u ing,
and he Toyo a P oduc ion Sys em. When i is speci ied, we
w i e „lean [...].” By „E gonomics,” we mean he discipline.
When i is speci ied, we w i e „[...] e gonomics.”
2 Theo e ical backg ound
Fi s , as depic ed in Fig.1, ca ego ies o Lean (1) and E go-
nomics (2) a e selec ed, il e ed, and compiled om esea ch
pape s and ex books o la e analysis. A me ic sys em
including Lean and E gonomics is selec ed om he li e a-
u e (3). Nex , he elemen s o he me ic sys em a e u he
e alua ed, and a ma ix is c ea ed o o m a inal me ic
sys em (4). A scale sys em is hen de eloped o measu e he
in e dependence be ween Lean and E gonomics ca ego ies
wi h he me ic sys em (5). A e ha , he analysis o Lean
(7) and E gonomics (8) wi h he me ic sys em is ca ied ou
using ele an li e a u e (6) and (9). Then, he o al and a e -
age sco es o Lean (10), E gonomics (11), and he combined
cha ac e is ics a e calcula ed (12). Lean and E gonomics a e
combined in a ma ix o compa e esul s and calcula e o al
sco es (13). G aphs and cha s a e d awn o be e isuali-
za ion and analysis (14). Finally, he simila i ies and di e -
ences be ween Lean and E gonomics a e discussed.
2.1 Ca ego ies o lean
Fi s , a li e a u e e iew in Google Schola and Scopus is
conduc ed wi h he ollowing sea ch e ms: (lean p oduc-
ion OR lean manu ac u ing OR lean implemen a ion OR
Toyo a P oduc ion Sys em) AND ( ools OR p inciples OR
me hods) o ob ain ca ego ies o Lean. This li e a u e sea ch
was no limi ed by ime ame bu by ele ance, ci a ions,
and imeliness. Timeliness is essen ial o his li e a u e as a
basis o o ming he Lean ca ego ies in his a icle because
only he cu en li e a u e co e s he la es de elopmen s in
Lean. Only English-language pee - e iewed sou ces we e
included. A icles om Google Schola we e included only
i he sea ch e ms appea ed in he i le. A icles om Sco-
pus we e included i he sea ch e ms appea ed in he i le
o keywo ds sec ion o he a icle. Nex , all Lean me hod-
ologies a e compiled and il e ed om esea ch epo s o
c ea e a lis o he se en mos commonly used ools in he
indus y based on he a icles in his pape , lis ed below (Top
7 in bold). Table1 shows he compila ion o di e en Lean
ools wi h ele an esea ch pape s and ex books. The op
Lean ools used in he indus y a e Kanban, Kaizen, Poka-
yoke, 5S (so , se in o de , shine, s anda dize, sus ain),
TPM (To al P oduc i e Main enance), VSM (Value S eam
Mapping), and SMED (Single-minu e exchange o die)
(Domb owski 2015; Koe he and Meie 2017), which a e
also used in his a icle.
1174 S.B unne e al.
2.2 Ca ego ies o e gonomics
In de ining he ca ego ies o E gonomics, we ha e been guided by
he In e na ional E gonomics Associa ion (IEA). The IEA di ides
E gonomics in o “physical,” “cogni i e,” and “o ganiza ional”
E gonomics. Physical e gonomics includes ana omical,
physiological, and biomechanical aspec s. I p io i izes he
wo ke 's wellbeing, conside ing en i onmen al ac o s such
as ligh ing and empe a u e ha a ec p oduc i i y (Gi ahi
e al. 2015; McGui e and McLa en 2009). He zbe g’s heo y
emphasizes he ole o he en i onmen in wo ke pe o mance
(He zbe g 2008). Cogni i e e gonomics includes men al
aspec s such as pe cep ion and easoning ha a ec human-
sys em in e ac ions (Ca ayon e al. 2013; IEA 2023). I includes
logical easoning, pe cep ion, mo o esponses, and wo kplace
in e ac ions (IEA 2023). T aining is posi i ely co ela ed
wi h pe o mance (Ka imi and Nejad 2018). O ganiza ional
e gonomics analyzes and op imizes he mac oscopic p oduc ion
sys em by aligning s uc u es, policies, and p ocesses (IEA 2023).
I inc eases e iciency by conside ing wo ke s’ ac i i ies, abili ies,
and cons ain s (La ip e al. 2022). O ganiza ional e gonomics
a ec s employee mo i a ion and pe o mance, c i ical o business
success (Paais and Pa i uhu 2020).
2.3 Li e a u e sea ch based onde ined ca ego ies
The li e a u e e iewed o he a icle was limi ed o he pe iod
om 1990 o Janua y 2023. We chose his pe iod because Lean
only became widely known in he Wes wi h he publica ion o
Womack e al. (1990). Then, i ook se e al yea s o es ablish
Lean in manu ac u ing and OPM (Domb owski 2015). We also
wan ed o conside he ansi ion om Indus y 3.0 o Indus y
4.0 (Sakhapo and Absalyamo a 2018). In addi ion, muscu-
loskele al wo k- ela ed diso de s mani es hemsel es wi h a
long ime lag, which can esul in complain s only appea ing
20 o 30 yea s a e he in oduc ion o a p oduc ion o wo k-
changing measu e. P oduc ion p ocesses ha make people sick
ha e no a ec ed he company's p o i abili y, which means ha
E gonomics has no been a mus -ha e om a pu ely economic
poin o iew. Wi h demog aphic changes and he inc easing
numbe o people wi h educed pe o mance, his is changing
(Ande son-Connolly e al. 2002; Bau 2013).
We sea ched o all possible combina ions o [Top 7 i ems
o Lean ca ego y] AND [ h ee i ems o E gonomics ca -
ego y] in Google Schola and Scopus ( i le, abs ac , key-
wo ds). Only a icles and ex books pe inen o he s udy’s
con ex and aim a e inco po a ed. The li e a u e e iew is
Fig. 1 Flowcha o he me h-
odology
1175S eamlining ope a ions managemen byclassi ying me hods andconcep s o Lean andE gonomics… wi hinasocio echnical amewo k
no mean o be a ho ough and sys ema ic explo a ion o he
li e a u e on OPM, Lean, and E gonomics. Ins ead, i aims
o summa ize hei connec ions, a anged and ca ego ized
in new ways o assis OPM use s/manage s in hei decision-
making and ac ions.
2.4 The socio‑ echnical‑sys em heo y
The concep o he socio- echnical-sys em (STS) was i s
in oduced by Lea i (1965), who ca ego ized o ganiza ions
in o people, ask s uc u e, and echnologies. In 2011, Clegg
& Challenge expanded his using six ca ego ies: goals,
people, in as uc u e, echnology, cul u e, and p ocesses,
emphasizing hei in e connec edness (Clegg and Challenge
2011). This s udy's me ic amewo k is de i ed om Clegg
and Challenge (2011) and uses i e elemen s adap ed o
analyze lean p oduc ion/manu ac u ing and E gonomics syn-
e gies and con as s. Table2 shows he adap ed elemen s.
The socio echnical ac o “goals” is no included due o
indus y-speci ic a ia ions. The emaining i e ac o s a e
in oduced in he ollowing sec ions.
Table 1 Lean ools as
ca ego ies o Lean used in his
pape (Top 7 in bold)
a (And és-López e al. 2015)
b (Ades a e al. 2018)
c (Nunes 2018)
d (Rewe s and Chabowski 2016)
e (Si a aman e al. 2020)
 (Pakdil and Leona d 2014)
g (Moon e al. 2014)
h (Kolbe g and Zühlke 2015)
i (Nunes 2015)
j (Ca alho e al. 2019)
k (Leksic e al. 2020)
Lean ools a b c d e g h i j k To al
Poka-Yoke/mis ake handling x x x x x x x 7
Andon x x 2
Heijunka/le el scheduling x x x x x 5
Man-Machine 0
5S x x x x x x x 7
Pull low/Kanban xxxxxxxxxxx11
VSM xxxx xxx x8
S anda diza ion xxxx xx6
TPM x x x x x x x 7
Visual managemen x x x x 4
Kaizen xxxx xxxxxx10
JIT (jus -in- ime) x x x x 4
Jidoka/Au oma ion x x x x 4
SMED x x xxxxx7
Con inuous low x 1
PDCA x 1
Ma ix skills x 1
Table 2 Socio echnical ac o s om Clegg and Challenge (2011)
(adop ed o his a icle)
Socio echnical ac o s om
Clegg and Challenge (2011)Socio echnical ac o s used in
his a icle
People P oduc ion wo ke
Building/ In as uc u e Physical en i onmen
Technology Indus y 4.0 (i4.0) echnology
Cul u e Company cul u e
P ocedu e/P ocess Manu ac u ing me hods
Goals -

1176 S.B unne e al.
2.4.1 The p oduc ion wo ke
Fo a mo e de ailed analysis, we subdi ide he p oduc-
ion wo ke ac o acco ding o Sak hi e al. (2019) in o
ou ca ego ies: physical, psychosocial, wo k design, and
manage ial ac o s, as shown in Table3.
2.4.2 Company cul u e
The company cul u e ac o used in his pape is aken
om he concep om Came on and Quinn (2011), which
is u he di ided in o ou ca ego ies: hie a chical, ma -
ke , clan, and adhoc acy cul u es, as shown in Table4
(Came on and Quinn 2011).
2.4.3 Physical en i onmen
An ideal physical en i onmen o he wo kplace is whe e
wo ke s’ physical and cogni i e abili ies can pe o m a
hei bes and hus achie e he objec i es and goals o
bo h wo ke s and he company (Chua e al. 2016). The
physical en i onmen ac o is u he di ided in o h ee
ca ego ies in Table5 (Schlick e al. 2010; Schmaude and
Spanne -Ulme 2022).
2.4.4 Manu ac u ing p ocess
The manu ac u ing p ocess ac o o his pape is di ided
in o labo -in ensi e and capi al-in ensi e me hods. Thei
desc ip ions a e shown in Table6.
2.4.5 Technology (i4.0)
In he echnology ca ego y om Lea i (1965), i4.0 echnol-
ogy and ools a e adop ed as ou ca ego y in he socio echni-
cal sys em. Table7 shows he op i4.0 ools in he indus y
aken om i e esea ch pape s. These i e a icles we e
used o o m he ca ego ies, i s ly because hey a e cu -
en , which is ele an o echnological de elopmen s, and
secondly because hey conside and analyze echnology in
gene al in he con ex o Indus y 4.0.
2.5 Hypo heses
Now ha STS, as he ele an me ic, and he ca ego ies o
Lean and E gonomics ha a e g ouped in STS ia li e a u e
a e known, he ollowing hypo heses (H) a e p oposed (see
Tab. 8):
H1: Indus y 4.0 echnology is a Lean/OPM ca ego y
H2: Manu ac u ing p ocess is a Lean/OPM ca ego y
H3: P oduc ion wo ke is an E gonomics ca ego y
H4: Physical en i onmen is an E gonomics ca ego y
H5: Company cul u e is a Lean/OPM ca ego y
2.6 E alua ion ma ix
Table9 below shows he ma ix used o analyze Lean and
E gonomics. The di e en scales we e so ed in ascending
Table 3 P oduc ion wo ke ac o (Sak hi e al. 2019)
P oduc ion wo ke ca ego y Subca ego y
Physical Wo king pos u e
Weigh / o ce
Wo k in ensi y
Psychosocial Job s ess
Job sa is ac ion
Wo k design Job au onomy
Job cla i y
Time p essu e
Ro a ion
Manage ial ac o Communica ion
Supe iso /co-wo ke suppo
Reduc ion o esou ces
Table 4 Company cul u e ac o
Company cul u e
ca ego y Desc ip ion
Hie a chical cul u e The hie a chical cul u e emphasizes he in e nal en i onmen o he company. Typical cha ac e is ics a e well-
de ined and s anda dized p ocedu es, oles, and wo k p ocesses (Reis e al. 2016).
Ma ke cul u e Ma ke cul u e ocuses on con olling he ex e nal en i onmen , in which wo ke s s i e o achie e goals o mee
cus ome s’ demands (Came on and Quinn 2011).
Clan cul u e Clan cul u e ocuses on he in e nal en i onmen and highligh s he human ac o , whe eby wo ke s a e alued and
app ecia ed (Came on and Quinn 2011).
Adhoc acy cul u e Adhoc acy cul u e ocuses on he ex e nal en i onmen and lexibili y, whe eby wo ke s a e encou aged o explo e
and inno a e p oduc s (Came on and Quinn 2011).
1177S eamlining ope a ions managemen byclassi ying me hods andconcep s o Lean andE gonomics… wi hinasocio echnical amewo k
and descending o de using Mic oso Excel. This way, i
is possible o isualize he ca ego ies wi h he highes and
lowes deg ees.
This analysis employs a bina y scale, whe ein “X”
deno es a posi i e in e dependence, while “blank” indica es
a nega i e o no in e dependence. “Nega i e o no in e -
dependence” was de ined as: nega i e in e dependence, no
in e dependence, and no in o ma ion. Ca ego y headings o
Table 5 Physical en i onmen ac o ( o de ails, see Luczak e al. 2018; Schmaude and Spanne -Ulme 2022)
Physical en i onmen
ca ego y Desc ip ion
Tempe a u e The wo kplace empe a u e should be a minimum o 13°C o p oduc ion wo ke s o wo k p oduc i ely.
Ligh ing The wo kplace ligh ing mus be b igh enough o p e en eyes ain, s ess, and acciden s and imp o e p oduc i i y.
Noise Noise is de ined as all he sound in he wo kplace, ei he wan ed o unwan ed. I is one o he mos common Occu-
pa ional Heal h and Sa e y (OHS) haza ds and is ound in di e en en i onmen s (T ebuna e al. 2017).
Table 6 Manu ac u ing p ocess ac o
Manu ac u ing p ocess ca ego ies Desc ip ion
Labo -in ensi e Manu ac u ing p ocess has mo e human labo han p oduc ion machine y (Ken on 2003).
Capi al-in ensi e Manu ac u ing p ocess elies on machine y a he han labo o p oduce goods and
se ices (F anken ield 2003).
Table 7 Analysis o he i4.0
echnology ools
a (May e al. 2018)
b (Jiang e al. 2021)
c (May e al. 2017)
d (Vinodh and Wankhede 2021)
e (Chae and Olson 2022)
I4.0 echnology ools a b c d e To al
Addi i e manu ac u ing (AM) x x x x x 5
Machine lea ning (ML) x x x x x 5
Plug and play x 1
Human-Compu e In e ac ion (HCI) x x x x 4
Vi ual/Augmen ed eali y (VR/AR) x x x x x 5
Digi al win x x x x 4
Big da a and analy ics x x x x x 5
Cloud compu ing x x x x x 5
Blockchain x x 2
Table 8 Hypo heses o he ca ego y o socio echnical ac o s
Hypo hesis
Lean/OPM I4.0 echnology
Manu ac u ing p ocess
Company cul u e
E gonomics P oduc ion wo ke
Physical en i onmen
1178 S.B unne e al.
Lean o E gonomics in Table9 a e deno ed by le e s “a,”
“b,” and so on and a e ma ked in blue. Fo Lean, hese ca -
ego ies may include Poka-Yoke, Kaizen, and so on, while o
E gonomics, hey include physical, cogni i e, and o ganiza-
ional E gonomics. Table10 shows he o mulas o compu e
he alues equi ed o u he e alua ion. The associa ion
be ween Lean and E gonomics wi h he socio echnical ac o
is e alua ed using he bina y scale in he blue-shaded cells.
Then, he cumula i e sco e o each subca ego y o he Lean
and E gonomics e alua ions is asce ained in he ed-shaded
cells. The analysis o (i) is done by calcula ing (ii), (iii), and
(i ) (Table10).
(ii) The a e age Lean o E gonomics sco e o a subca -
ego y o socio echnical ac o s shows he co ela ion o
each subca ego y o socio echnical ac o s wi h Lean o
E gonomics. The sco es in he g een cells a e calcula ed
using (i) he sum o all Lean o E gonomics ca ego ies
sco es in each socio echnical subca ego y di ided by he
pe cen age o he numbe o Lean o E gonomics ca e-
go ies. (iii) The weigh ed a e age Lean o E gonomics
sco e o each socio echnical ac o subca ego y is he same
as (ii) wi h addi ional weigh ing. (iii) The sco es in he
pu ple cells a e calcula ed by aking he a e age Lean o
E gonomics sco es in (ii) and di iding by he numbe o
Table 9 E alua ion ma ix o Lean and E gonomics
Table 10 Ma hema ical o mulas used in he analysis
Va iable Fo mula (wi h sample en ies)
i
To al sco e o each socio echnical subca ego y
To al sco e o each socio echnical subca ego y
=
∑
SMED o o ganiza ional e gonomics
n=Poka−Yoke o physical e gonomics
Lean o E gonomics in bina y (n
)
ii
A e age Lean o E gonomics sco e o a subca ego y o socio echnical
ac o
The a e age sco e o each subca ego y o he socio echnical ac o
=
∑
SMED o o ganiza ional e gonomics
n=Poka−Yoke o physical e gonomics sco e o each subca ego y (n)
#
o Lean o E gonomics ca ego ies
∗100
%
iii
Weigh ed a e age Lean o E gonomics sco e o each subca ego y o
socio echnical ac o
Weigh ed a e age sco e
=A e age Lean o E gonomics sco e o each subca ego y
#
o subca ego ies o a socio echnical ac o
i
Sco e o socio echnical ac o (%)
Sco e o socio echnical ac o
=
∑
SMED o o ganiza ional e gonomics
n=Poka−Yoke o physical e gonomics Weigh ed a e age sco e o subca ego y
1179S eamlining ope a ions managemen byclassi ying me hods andconcep s o Lean andE gonomics… wi hinasocio echnical amewo k
subca ego ies o a socio echnical ac o . The Lean o E go-
nomics sco es o he socio echnical ac o s (i ) de e mine
he co ela ion be ween Lean o E gonomics and he socio-
echnical me ics and a e calcula ed using he sum o (i ).
3 Resul s
Table11 shows he esul s o Lean and E gonomics sco es
on he socio echnical me ics. A e age and weigh ed Lean
and E gonomics sco es a e compu ed using he o mula
in Table10 (see appendix o single e alua ion ma ix).
Technology (i4.0) and manu ac u ing p ocess, wi h 71%
and 64%, espec i ely, a e he highes -sco ing socio ech-
nical ac o s o Lean ca ego ies (blue ba s) (Fig.2). The
hi d highes Lean sco e is he company cul u e ac o ,
which has an a e age Lean sco e o 46%. Figu e3 also
shows he e alua ion o E gonomics wi h he socio echni-
cal me ics (o ange ba s); he physical en i onmen ca e-
go y has he highes E gonomics sco e, which is 100%. All
h ee ca ego ies o E gonomics a e posi i ely co ela ed
wi h he physical en i onmen ac o s such as empe a u e,
sound, and noise. The second-highes E gonomics sco e
is in he ca ego y o p oduc ion wo ke s, wi h a sco e o
86%. A i s glance, cogni i e E gonomics is no co e-
la ed wi h he physical cha ac e is ics o p oduc ion wo k-
e s: pos u e, weigh o o ce, and po osi y. Two ca ego ies
ha sco e 83% a e company cul u e and manu ac u ing
p ocess ac o s, conside ed bo h Lean and E gonomics.
Hie a chy and clan cul u es a e s ongly associa ed wi h
E gonomics, while adhoc acy and ma ke cul u es a e less
co ela ed. Despi e being mo e speci ic han ca ego ies
Table 11 Summa y o Lean
and E gonomics sco e using he
socio echnical me ics
Socio echnical ac o A e age Lean
sco e A e age
E gonomics sco e Weigh ed Lean
sco e Weigh ed
E gonomics
sco e
Physical en i onmen 24% 100% 9% 24%
P oduc ion wo ke 44% 86% 17% 21%
Company cul u e 46% 83% 21% 20%
Manu ac u ing p ocess 64% 83% 25% 20%
Technology (i4.0) 71% 67% 28% 15%
To al / / 100% 100%
24%
44%46%
64%
71%
100%
86% 83%83%
67%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Physical
en i onmen
P oduc ion
wo ke
Company cul u eManu ac u ing
p ocess
Technology (i4.0)
Sco e (%)
Socio- echnical ac o
Lean sco e E gonomics sco e
Fig. 2 Ba cha o he compa ison o Lean and E gonomics using he socio echnical me ics
1186 S.B unne e al.
Table 17 Lean sco e o
echnology (i4.0) ac o
a (Pancha 2022)
b (To o ella e al. 2021)
c (Feldmann and Go j 2017)
d (B unne 2011)
e (May e al. 2018)
(Ciano e al. 2021)
g (My 2021)
h (Ja dine e al. 2006)
i (Lucke e al. 2017)
j (Thaku e al. 2020)
k (Rammelmeie e al. 2012)
l (Pö e s e al. 2017)
m (Palma ini e al. 2018)
n (Benbelkacem e al. 2011)
o (Cudney e al. 2011)
p (To hong e al. 2020)
q (Sal z and Su h land 2019)
(Lucke e al. 2017)
s (Kie ie 2016)
(Va ian 2014)
u (Wijaya e al. 2020)
(Reyes e al. 2023)
w (Neges e al. 2017)
x (Kolbe g and Zühlke 2015)
y (El Abbadi e al. 2011)
z (Thaku and Panghal 2021)
aa (Kan a Pa a e al. 2005)
bb (Ca adini and Ped azzoli 2018)
cc (Zhihan e al. 2023)
dd (Deng e al. 2022)
ee (T ebuna e al. 2019)
(Lu e al. 2021)
gg (Ba ni e al. 2020)
hh (Umeda e al. 2020)
ii (Guo e al. 2021)
I4.0 echnology ca ego y Poka-Yoke 5S Kanban VSM TPM Kaizen SMED
AM XaXbXc,e
ML Xd,e, X , XgXh,i,b XjX
VR/AR XkXl,o Xm,n XoXp,o
Big da a & analy ics XeXqX Xs,b X ,
Cloud compu ing Xe,u X Xb
HCI/HMI XeXw,x XyXeXz,aa Xbb
Digi al win Xe,cc Xdd XxXee, Xgg X ,hh Xii

1187S eamlining ope a ions managemen byclassi ying me hods andconcep s o Lean andE gonomics… wi hinasocio echnical amewo k
Appendix2: E gonomics e alua ion
See Tables18, 19, 20, 21, and 22.
Table 18 E gonomics sco e o
p oduc ion wo ke ac o
a (O o and Ba aïa 2017)
b (Ja eb an e al. 2015)
c (Vincen e al. 2015)
d (Koukoulaki 2014)
e (Sak hi e al. 2019)
(da Cos a and Viei a 2010)
g ( an Rijn e al. 2010)
h (Jonke e al. 2011)
i (Jahncke e al. 2011)
j (Lagoma sino e al. 2022)
k (B yson e al. 2017)
l (Shobe 2018)
m (Olla 2012)
n (Bou ille and Alis 2014)
o (Rod íguez e al. 2016)
p (Chung-Yan 2010)
q (Hasle e al. 2012)
(Edwa ds 2014)
s (Falck e al. 2014)
(Sp igg and Jackson 2006)
u (Eh ensbe ge -Dow and O'B ien 2015)
(Bedná o á-Gibo á 2021)
w (Be lin and Adams 2017)
P oduc ion wo ke ca ego y Subca ego y Physical
e gonomics
Cogni i e
e gonomics
O ganiza ional
e gonomics
Physical Wo king pos u e Xa,b,c,d Xm
Physical Weigh / o ce Xa,e, ,g Xm
Physical Physical po osi y Xa,b,h Xm,b
Psychosocial Job s ess XdXi,j Xm
Psychosocial Job sa is ac ion XdXk,l Xm,u,n,o
Wo k design Job au onomy XdXpXq
Wo k design Job cla i y X XsX
Wo k design Time p essu e XdXuX ,d
Wo k design Ro a ion XsXn
Manage ial ac o Communica ion XdXwXw, ,m
Manage ial ac o Supe iso suppo XdXwXu
Manage ial ac o Reduc ion o esou ces XwXu
1188 S.B unne e al.
Table 19 E gonomics sco e o company cul u e ac o
a (Paz e al. 2020)
b (Hend ick and Kleine 2005)
c (Schu z e al. 2007)
d (Zaha i and Shu bagi 2012)
e (Dubkē ičs and Ba ba s 2010)
(Olynick and Li 2020)
g (Goodman e al. 2001)
h (Olla 2012)
Company cul u e ca ego y Physical
e gonomics
Cogni i e
e gonomics
O ganiza ional
e gonomics
Hie a chy cul u e XaXd, Xb,c,e
Ma ke cul u e XdXe
Clan cul u e XaXd, ,g Xh
Adhoc acy cul u e XaXd,
Table 20 E gonomics sco e o physical en i onmen ac o
a (Olla 2012)
b (Be lin and Adams 2017)
c (Ja a e al. 2011)
d (Thaneswe 2013)
e (Vimalana han e al. 2017)
(Hend ick and Kleine 2005)
g (Taghipou 2015)
h (Vische 2007)
i (Juslén e al. 2007)
j (Jahncke e al. 2011)
k (Cou e and Michael 2017)
l (Ja a i e al. 2019)
m (Sunds om e al. 1994)
n (S okols and Scha 1990)
o (Hedge 1986)
p (Oldham 1988)
Physical en i onmen
ca ego y
Physical
e gonomics
Cogni i e
e gonomics
O ganiza ional
e gonomics
Tempe a u e Xa,b,c Xd,e X ,g
Ligh ning Xa,b Xh,d,i X ,g
Noise Xa,b Xj,k,l,m X ,g,n,o
Table 21 E gonomics sco e o manu ac u ing p ocess ac o
a (Akca and Küçükoğlu 2020)
b (La ip e al. 2022)
c (La son e al. 2015)
d (Pe uzzini and Pelliccia i 2017)
e (Cicca elli e al. 2022)
(Mo sy e al. 2016)
g (Ka wowski and Ma as 1998)
Manu ac u ing
p ocess ca ego y
Physical
e gonomics
Cogni i e
e gonomics
O ganiza ional
e gonomics
Labo -in ensi e XaXb,c
Capi al-in ensi e Xd,e X ,g,e Xg
Table 22 E gonomics sco e o echnology (i4.0) ac o
a (González e al. 2018)
b (S oklasek e al. 2016)
c (Da Sil a e al. 2020)
d (Hummel e al. 2015)
e (Lee e al. 2021)
(D’O azio e al. 2020)
g (Laza o a-Molna e al. 2017)
h (Longo e al. 2017)
i (Riche e al. 2016)
j (Ho á h and E dős 2017)
k (Scheue mann e al. 2016)
l (Chiabe and Alie 2020)
m (Kadi e al. 2019)
n (S e n and Becke 2017)
o (Pacaux-Lemoine e al. 2017)
p (Ta ić and Tešić 2017)
q (Ahmed 2019)
(Panagou e al. 2021)
s (Segu a e al. 2020)
(Hou e al. 2021)
u (Mon ini e al. 2021)
(Du e al. 2020)
w (Fu e al. 2016)
x (Fa o achian and Kazemi 2018)
I4.0 echnology ca ego y Physical
e gonomics
Cogni i e
e gonomics
O ganiza ional
e gonomics
AM Xa,b Xc
ML Xd,e X ,g Xh
VR/AR Xi,j,k XlXm,n,o,h
Big da a & analy ics Xp,q X ,s
Cloud compu ing X Xu, ,w
HCI/HMI Xx
Digi al win Xh,o
1189S eamlining ope a ions managemen byclassi ying me hods andconcep s o Lean andE gonomics… wi hinasocio echnical amewo k
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