Lean-Sustainability 4.0 in aerospace: developing an integrative operational model through an exploratory UK case study

Addajou, Mohamed (2025) Lean-Sustainability 4.0 in aerospace: developing an integrative operational model through an exploratory UK case study. PhD thesis, University of Gloucestershire. doi:10.46289/DXPP6595

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Abstract

The aerospace industry is undergoing significant transformation, driven by the need to enhance operational efficiency, meet ambitious environmental targets, and respond to increasing complexity, regulation, and digitalisation. Although Lean, Sustainability, and Industry 4.0 (I4.0) have each received scholarly attention, their combined integration remains under-explored, particularly within the aerospace sector. This research addresses this gap by developing a Lean-Sustainability 4.0 (LS4.0) model tailored to the aerospace sector. The study identifies seven higher-order capabilities - Leanness, Information, Knowledge, Technological Infrastructure, People, Collaboration, and Culture- and four contingency characteristics - Compliance, Complexity, Novelty, and Ecosystem that significantly shape how integration unfolds in aerospace operations. These capabilities and contingencies influence outcomes through a Safety, Quality, Delivery, Cost, Environment, and People (SQDCEP) performance lens. Together, these elements form a capability, and context sensitive LS4.0 model underpinned by Dynamic Capabilities Theory and Contingency Theory. Methodologically, the research adopts an interpretivist single-case study of a leading UK aerospace organisation, combining a scoping review with fifteen semi-structured interviews, document analysis, and site observations. A two-round Delphi with a four-expert panel refines and validates the model’s relevance across organisational and sectoral conditions. This research contributes theoretically by linking Lean, Sustainability, and I4.0 within a coherent, empirically grounded framework tailored to the aerospace context. Practically, the study provides organisations with a roadmap navigating the complexities of digital and Sustainability transformation through Lean. Limitations include the single-case design and the use of small Delphi panel, which may constrain generalisability. Nonetheless, the study offers a robust foundation for future empirical testing across diverse high-value manufacturing sectors and highlights implication for theory, policy, and practice.

Item Type:	Thesis (PhD)
Thesis Advisors:	Thesis Advisor Email URL Yourston, Douglas dyourston@glos.ac.uk UNSPECIFIED Harper, Richard rharper@glos.ac.uk UNSPECIFIED
Uncontrolled Keywords:	Lean sustainability 4.0; Industry 4.0; Digitalisation; Lean; Sustainability triple bottom line; Aerospace industry; Sustainable operational excellence; Dynamic capabilities theory; Contingency theory; Qualitative case study; Delphi study; Performance measurement
Divisions:	Schools and Research Institutes > School of Business, Computing and Social Sciences
Depositing User:	Rhiannon Goodland
Date Deposited:	29 Jul 2026 14:45
Last Modified:	29 Jul 2026 14:45
URI:	https://eprints.glos.ac.uk/id/eprint/16450

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