INTEGRATING AGILE PROJECT MANAGEMENT AND LEAN INDUSTRIAL PRACTICES A REVIEW FOR ENHANCING STRATEGIC COMPETITIVENESS IN MANUFACTURING ENTERPRISES

Abstract

This review explores the integration of Agile Project Management and Lean industrial practices as a pathway to enhancing strategic competitiveness in manufacturing enterprises. While Agile emphasizes adaptability, iterative feedback, and customer responsiveness, Lean focuses on efficiency, waste elimination, and process stability. Examined in isolation, each framework offers distinct advantages but also reveals limitations—Agile can lack efficiency at scale, while Lean may struggle with rigidity in volatile markets. By synthesizing both approaches, organizations can achieve a balanced system that leverages Lean’s structured discipline alongside Aiglet’s adaptive flexibility. This study followed the Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) guidelines to ensure rigor and transparency, systematically narrowing down from more than one thousand initial records to a final set of 68 peer-reviewed studies across diverse industries such as automotive, aerospace, electronics, and high-tech manufacturing. Analysis of these studies revealed that integrated Agile-Lean frameworks consistently improved cost efficiency, product quality, delivery reliability, flexibility, innovation capacity, and time-to-market performance. The findings also emphasized the importance of governance mechanisms, leadership roles, cultural alignment, and digital technologies as enablers of sustainable integration. Together, these elements establish Agile-Lean integration not as a managerial trend but as a strategic imperative for enterprises competing in globalized and technologically dynamic markets. By embedding adaptability within efficiency, manufacturing firms can build resilience, sustain innovation, and secure long-term competitive advantage.