Lean digitalization is increasingly promoted to overcome the diminishing returns of lean initiatives, yet the construct remains conceptually diffuse and lacks a validated measurement instrument. This study aims to (1) clarify the definition of LD in manufacturing, (2) derive its multidimensional structure, and (3) develop and validate a measurement scale.
A mixed-methods design was adopted. A literature-based semantic decomposition was first used to synthesize and refine existing definitions. Semi-structured interviews with 31 employees from lean manufacturing firms were then analyzed using grounded theory with three-stage coding and triangulation. Drawing on the interview evidence and prior literature, an initial item pool was developed and refined through expert review. Finally, two rounds of questionnaire surveys were conducted using snowball sampling among employees in Chinese manufacturing firms engaged in lean digitalization–related work: the pilot study refined the scale via reliability screening and exploratory factor analysis, and the formal study validated it using confirmatory factor analysis and reliability and validity assessments.
The study defines lean digitalization and identifies a six-dimensional structure: lean digitalization strategic planning, IT infrastructure, end-to-end collaboration, intelligent flow optimization, intelligent anomaly management and human-centered management. The developed scale exhibits strong reliability and validity.
The scale provides scholars and practitioners with a tool to assess and implement lean digitalization systematically. Organizations can use the framework to guide digital–lean integration and prioritize improvement efforts.
This study provides a clarified construct and the first validated multidimensional scale for assessing LD in manufacturing.
