Research on the Relationship Between Lean Management and Digital Transformation Strategy and Sustainable Development: A Case Study of the Automotive Industry in Taiwan

Sustainable Development (SD) has increasingly become a core strategic direction. This study centers on the automotive industry, serving as the primary focus for both research and empirical analysis. If Taiwan’s automotive industry can successfully achieve transformation, it will generate a more advanced multiplier effect on the overall development of Taiwan’s industries. The study confirms that Lean Management (LM) and SD can effectively produce synergistic effects. Digital Transformation (DT) is increasingly recognized as a key driver of future business development. Exploring the interrelationships among SD, LM, and DT presents a strategic and practical research direction. Findings from this study suggest that integrating LM and DT can generate synergies that enhance resource efficiency, minimize waste, and improve both environmental and social performance. The primary objective of this study is to develop a structured framework connecting SD, LM, and DT by utilizing the House of Quality (HoQ) from the Quality Function Deployment methodology. The research employs multiple attribute decision-making techniques, including the Fuzzy Delphi Method, the Fuzzy Analytic Hierarchy Process, and the Compromise Ranking Method. By constructing and analyzing two HoQs, the study identifies key LM practices and DT technologies that serve as critical strategies for advancing SD performance. Finally, with regard to LM practices, no previous research has attempted to conduct a hierarchical classification. This study is the first to construct a hierarchical structure for Just-in-Time and Jidoka.