Integrating Lean Six Sigma and Industry 4.0: drivers for enhancing competitiveness in large industrial companies

Purpose This study aims to propose a set of drivers for integrating Lean Six Sigma (LSS) and Industry 4.0 (I4) in large industrial companies to enhance synergies and mitigate dissonances between these approaches, thereby improving operational efficiency and profitability and increasing organizational competitiveness. Design/methodology/approach A literature review established the theoretical framework and identified LSS–I4 synergies and dissonances. The findings were complemented by multiple case studies in four large companies, capturing practical barriers and lessons learned. The drivers were subsequently developed through the triangulation of literature, empirical evidence and expert validation. Findings The empirical evidence suggests that synergies between LSS and I4 can strengthen organizational learning, innovation capability, operational excellence and continuous improvement. The five proposed drivers (Foundation, Intelligent Resources, Smart and Flexible Processes, Powerful Projects and Operational Controls) offer pathways to reinforce synergies and mitigate dissonances. Research limitations/implications This study is limited to large industrial companies. Scientifically, this study advances understanding of how digital transformation reshapes continuous improvement paradigms. In practice, this study supports managers in developing agile, data-driven and sustainable operations, thereby improving quality and competitiveness. Originality/value This research provides new empirical evidence on how operational excellence and digital transformation can be strategically aligned to build more adaptive organizations.