Integrating Business Process Reengineering (BPR) and Lean in the Industry 5.0 Era: A Systematic Literature Review
DOI:
https://doi.org/10.59188/jurnalsostech.v6i11.33020Keywords:
business process reengineering, lean management, systematic literature review, industry 5.0, socio-technical frameworkAbstract
Organizations face increasing pressure to enhance operational efficiency while addressing human-centricity, sustainability, and resilience. Business Process Reengineering (BPR) and Lean offer complementary approaches; however, their integration requires a clearer understanding within the emerging context of Industry 5.0. This study aims to synthesize existing evidence on BPR–Lean integration, identify implementation approaches and organizational enablers, and examine their relevance to the three foundational pillars of Industry 5.0. A systematic literature review was conducted following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines. Literature searches were performed using the search terms “Business Process Reengineering” AND “Lean*”. Of the 2,127 records initially identified, 30 publications were included following screening and eligibility assessment. The findings were synthesized thematically across methodological, technological, sectoral, and organizational dimensions. The synthesis identified sequential integration, structured improvement cycles, digital process mapping, and simulation as key approaches for combining radical process redesign with continuous improvement. Leadership commitment, employee participation, knowledge sharing, and strategic alignment were identified as important organizational enablers of successful implementation. Nevertheless, reported improvements in operational performance should be distinguished from directly measured outcomes related to human well-being, environmental sustainability, and organizational resilience. The findings suggest that BPR and Lean provide complementary capabilities for facilitating organizational transformation. However, their effective alignment with Industry 5.0 requires explicit consideration of workforce engagement, human-centric practices, and broader performance indicators. Further empirical research is needed to validate these integrated approaches across diverse industries and organizational contexts.
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