Lean and sustainability in automotive organizations: a comparative analysis with Toyota

Abstract The growing pressure for efficiency and waste reduction in the automotive industry has driven the adoption of Lean manufacturing. However, the pursuit of productivity is not always aligned with sustainability demands, highlighting the need to understand which Lean practices effectively contribute to sustainability's economic, environmental, and social pillars. In this context, this study aims to identify the Lean tools that have significantly contributed to promoting sustainability. The research was developed in complementary stages. First, a systematic literature review on the Web of Science database mapped the main Lean practices associated with sustainability. Next, a survey of 78 automotive-industry professionals identified the tools considered most relevant in practice. Finally, interviews with four Toyota experts deepened the understanding of industry perceptions. The results reveal significant differences between the two groups, particularly regarding the environmental pillar: Toyota highlighted Karakuri and Top Management practices as highly relevant, while industry professionals did not assign notable importance to any specific tool. In the social pillar, Toyota did not classify any practice as a priority, whereas professionals emphasized employee training. As for the economic pillar, there was greater convergence between perceptions, with Just in Time standing out.