# Digital Green Lean — Reference library Author and editorial review: Dr. Ignacio Sánchez Gatell Updated: 2026-10-17 Canonical page: https://digitalgreenlean.com/knowledge/ [Download this page · Markdown](https://digitalgreenlean.com/knowledge/index.md)[Download the library · Markdown](https://digitalgreenlean.com/knowledge/library.md) ## Identity, authorship and scope Digital Green Lean is an industrial transformation practice founded by [Dr. Ignacio Sánchez Gatell](https://drgatell.com/). It connects Lean Manufacturing, Industry 4.0 and Circular Economy through people, culture and leadership. The scientific concept and published maturity model were developed by Ignacio S. Gatell and Dr. Lucía Avella. The doctoral thesis was authored by Ignacio Sánchez Gatell under her supervision at the University of Oviedo and defended in June 2026. [Consult the original publications, authorship and evidence](https://digitalgreenlean.com/knowledge/sources.html). The research foundation is in manufacturing. Applying its ideas in other settings requires adaptation; illustrative examples are not claims of validated results in every sector. ## Start with the framework This library brings together a concise explanation of Digital Green Lean and the primary research by Ignacio S. Gatell and Lucía Avella. It is a public educational resource, separate from the main website. [Read the guideFoundations, culture, leadership, operational flow and theoretical levels.](https://digitalgreenlean.com/knowledge/guide.html)[Explore four tensionsIllustrative industrial questions, management responses and limitations.](https://digitalgreenlean.com/knowledge/tensions.html)[FAQs30 practical questions and answers about the framework, services and evidence.](https://digitalgreenlean.com/knowledge/questions.html) ## Research, attribution and scope The concept was introduced in a scientific paper published online in November 2023 and in the 2024 journal issue. The maturity model followed in 2024, and the doctorate was defended at the University of Oviedo in June 2026. [Read the primary sources and open the PDFs](https://digitalgreenlean.com/knowledge/sources.html). [Author and professional context](https://drgatell.com/knowledge/). ## Using this library Use the guide as an introduction, and consult the original publications for methods, evidence and limitations. The examples explain tensions; they are not case-specific recommendations or guaranteed outcomes. ## Collaboration and priority sectors Priority sectors include industry and manufacturing, automotive, aerospace, healthcare, construction and real estate, retail, FMCG, government organisations, universities and educational centres. Other sectors are welcome where the capabilities fit the challenge; the approach and scope are adapted to each organisation. Support can be online, on site or combined. Scope, resources, fees and duration are agreed for each engagement. Assessments, implementation, performance improvement, innovation, learning and technology support can be scoped around a defined challenge. [Start with an enquiry](https://digitalgreenlean.com/contact), followed by an online face-to-face conversation to understand the context. --- # A guide to Digital Green Lean Author and editorial review: Dr. Ignacio Sánchez Gatell Updated: 2026-10-17 Canonical page: https://digitalgreenlean.com/knowledge/guide.html [Download this page · Markdown](https://digitalgreenlean.com/knowledge/guide.md)[Download the library · Markdown](https://digitalgreenlean.com/knowledge/library.md) ## What Digital Green Lean means Digital Green Lean integrates Lean Manufacturing, Industry 4.0 and Circular Economy in the same operating system. Culture, leadership and the ongoing management of tensions support their development together. The term was introduced scientifically by Ignacio S. Gatell and Lucía Avella. The framework is a way to examine connected industrial decisions. It does not assume that one tool, technology or improvement programme can solve every transformation problem. ## Three foundations, one operation ### Lean Manufacturing Disciplined improvement of flow, quality and operational performance, supported by people, problem solving and reduction of waste. ### Industry 4.0 Digital technologies, data and connectivity that can improve understanding and decisions when they address an operational need. ### Circular Economy Attention to resource stewardship and circular flows, including reducing resource demand and recovering or retaining value in materials and products. Their order here is explanatory, not an implementation sequence. A material recovery initiative, a data system and a change in standard work can affect the same process and the same people. Integration means considering those relationships and dependencies in context. ## Culture and leadership Culture shapes how people surface problems, share ideas, learn and participate in decisions. Leadership connects business priorities with responsibilities, capabilities and review routines. Both matter when stable operational standards meet Digital recommendations or new resource flows. - Connect the business question with the people who understand the process. - Treat data as evidence to interpret, not as a replacement for operational judgement. - Make responsibilities and review points visible. - Support learning and participation alongside implementation. ## An integrated operational flow A practical interpretation begins with a defined operating process. Review performance and resource flows together, identify useful Digital support and examine the culture and leadership conditions needed to act. Agree a change, responsibilities and evidence, then review results and adjust. This is an iterative explanation of the framework, not a fixed or universally validated implementation protocol. The published maturity model focuses specifically on culture and leadership. ## Three levels of explanation ### Macro · Institutional context External requirements, stakeholder expectations and pressures help explain why transformation priorities differ across organisations. ### Meso · Organisational capabilities Capabilities to sense opportunities, act and reconfigure resources help explain how the organisation develops its response. ### Micro · Tension management Managerial choices and routines help teams navigate persistent competing demands over time. These are theoretical levels of the research. They are distinct from the Lean, Digital and Green visual layers used to interpret the brand symbol. ## Five channels of innovation - Kaizen Teian: continuing improvement ideas from employees, with visible evaluation and follow-up. - Kaizen Events: focused, time-boxed improvement work by a team on a defined process. - Product innovation: development around a verified customer need and validated standards. - Open innovation and crowdsourcing: contributions from partners, suppliers, customers, universities and wider communities. - Digital innovation: data and systems that make improvement visible and testable, interpreted with human judgement. ## Scope and limits The four tensions are not permanently eliminated by adopting the framework. Responses depend on material characteristics, operating constraints, institutional context and organisational capabilities. Neither the framework nor an assessment is a certification. The original three foundations remain Lean Manufacturing, Industry 4.0 and Circular Economy. Industry 5.0 is discussed as a future human-centric, sustainable and resilient direction, not a fourth foundation. See the [research sources](https://digitalgreenlean.com/knowledge/sources.html) for the full evidence and scope. --- # Four operational tensions Author and editorial review: Dr. Ignacio Sánchez Gatell Updated: 2026-10-17 Canonical page: https://digitalgreenlean.com/knowledge/tensions.html [Download this page · Markdown](https://digitalgreenlean.com/knowledge/tensions.md)[Download the library · Markdown](https://digitalgreenlean.com/knowledge/library.md) The following examples are illustrative operational questions. They are not completed client cases or claims of measured results. The management responses summarise the framework’s approach to ongoing judgement; consult the doctoral thesis for the research context. ## Efficiency vs. Circularity Lean flow seeks stability and less waste; Circular loops can bring variable materials and reverse flows. ### Illustrative question How can a plant maintain efficient, stable throughput while increasing recovered input whose characteristics vary from batch to batch? ### A possible management response Manage material variability with dedicated Circular streams and appropriate performance criteria. Use A3 problem solving and review operational and Circular metrics together. ### Keep in view This can add local inventory or coordination effort; review whether the wider resource benefit justifies it. ## Standardization vs. Digitalization Standard work provides control; Digital systems can suggest frequent changes to how a process runs. ### Illustrative question How can operators follow a validated standard while responding to real time recommendations that call for frequent process adjustments? ### A possible management response Review standards and Digital systems in both directions. Combine gemba observation, validated process changes and development of operational knowledge and Digital literacy. ### Keep in view Dashboards do not replace human judgement, and a stable standard must still be open to learning. ## Compliance vs. Competitive Advantage A requirement can be treated as a minimum obligation or as a prompt to develop useful capabilities. ### Illustrative question How can a company reliably meet mandatory reporting rules while investing beyond the minimum to create a distinctive offer for customers? ### A possible management response Treat obligations and opportunities together. Use accountable reporting, cross-functional decisions and evidence to assess the value of Circular initiatives. ### Keep in view Innovation claims need scrutiny, while meeting a requirement alone may leave opportunities unexplored. ## Short-term performance vs. Long-term capability development Current targets compete for time and resources with skills and systems needed for future change. ### Illustrative question How can a factory meet current delivery and margin targets while freeing time and resources to build the Digital and Circular capabilities it will need later? ### A possible management response Review performance over different time horizons. Protect capability investment, use integrated planning and agree how pilots transfer into normal operations. ### Keep in view Protected experiments need active coordination to avoid becoming disconnected from daily work. Primary source: [doctoral thesis](https://digitalgreenlean.com/knowledge/sources.html#thesis), particularly the research on operational tensions and their management. --- # Digital Green Lean FAQs Author and editorial review: Dr. Ignacio Sánchez Gatell Updated: 2026-10-17 Canonical page: https://digitalgreenlean.com/knowledge/questions.html [Download FAQs · Markdown](https://digitalgreenlean.com/knowledge/questions.md)[Download FAQs · JSON](https://digitalgreenlean.com/knowledge/questions.json) [Understanding Digital Green Lean](https://digitalgreenlean.com/knowledge/questions.html#category-1)[Culture, leadership and people](https://digitalgreenlean.com/knowledge/questions.html#category-2)[Integration and operational tensions](https://digitalgreenlean.com/knowledge/questions.html#category-3)[Assessment and roadmaps](https://digitalgreenlean.com/knowledge/questions.html#category-4)[Services and working together](https://digitalgreenlean.com/knowledge/questions.html#category-5)[Evidence, application and limits](https://digitalgreenlean.com/knowledge/questions.html#category-6) ## Understanding Digital Green Lean ### What is Digital Green Lean? Digital Green Lean connects Lean Manufacturing, Industry 4.0 and Circular Economy within the same transformation approach. Culture and leadership help people develop these capabilities together and manage the competing demands they create. It is a way to examine operational decisions across the three agendas rather than run three disconnected programmes. [Explore the DGL concept](https://digitalgreenlean.com/concept) ### What do Digital, Green and Lean mean? Digital refers to Industry 4.0 technologies and the use of information to support decisions. Green refers to Circular Economy, including resource use and value retention. Lean refers to customer value, flow, waste reduction and continuous improvement. DGL examines their relationships through the people, culture and leadership needed to put them into practice. [Explore the DGL concept](https://digitalgreenlean.com/concept) ### Who introduced Digital Green Lean in scientific research? Ignacio S. Gatell and Lucía Avella introduced the term in their research on Lean culture and leadership, published online in November 2023 and in the 2024 journal issue. Their subsequent publication developed a maturity model. The doctoral thesis consolidated the framework and examined operational tensions. [Read the primary publications](https://digitalgreenlean.com/research) ### Does integration mean doing everything at once? No. Integration means considering the three agendas together when setting direction, choosing priorities and assessing trade-offs. Implementation can still proceed in phases. A factory may start with one process or problem while considering its operational, Digital and Circular implications from the outset. [Understand the case for integration](https://digitalgreenlean.com/the-need) ### How does DGL relate to Industry 5.0? DGL and Industry 5.0 share an interest in sustainability and the human dimensions of transformation. DGL provides a specific lens on the relationships between Lean Manufacturing, Industry 4.0 and Circular Economy, supported by culture and leadership. It should not be treated as a replacement for every Industry 5.0 policy or framework. [Explore the DGL concept](https://digitalgreenlean.com/concept) ## Culture, leadership and people ### Why are culture and leadership central to DGL? Technology, improvement methods and Circular objectives depend on how people make decisions and work together. Culture and leadership influence learning, participation, collaboration and responses to uncertainty. DGL examines these conditions alongside operational systems so that transformation is supported by everyday behaviour. [Explore readiness assessment](https://digitalgreenlean.com/assessment) ### What does Lean culture contribute to integration? Lean culture supports learning at the source of work, respect for people and disciplined problem solving. These practices help teams question assumptions and test changes. Integration also requires leaders to recognise when conventional linear flows or fixed standards need to adapt to Digital evidence or Circular material flows. [Explore the DGL concept](https://digitalgreenlean.com/concept) ### Which leadership behaviours help an integrated transformation? Useful behaviours include making priorities explicit, involving the people doing the work, asking for evidence, supporting experiments and reviewing consequences across functions. Leaders also need to address tensions openly and connect current performance with longer-term capability development. The right development priorities depend on the organisation. [Discuss leadership and culture readiness](https://digitalgreenlean.com/assessment) ### How can employees participate in the transformation? Employees can help define problems, test use cases, improve standard work and identify practical barriers. Participation should connect ideas with decisions, feedback and implementation rather than stop at collecting suggestions. Training and project work can be combined so that learning is applied to real operational challenges. [Explore learning and capability development](https://digitalgreenlean.com/work#work-learning) ### Can training alone deliver DGL transformation? Training develops understanding and skills, but lasting change also needs leadership support, clear responsibilities, usable processes and opportunities to apply learning. A practical approach connects learning with improvement projects, follow-up and relevant performance measures. The mix should reflect the problem and the organisation’s existing capabilities. [Explore practical learning support](https://digitalgreenlean.com/work#work-learning) ## Integration and operational tensions ### What are the four operational tensions examined in the research? The doctoral research examines Efficiency vs. Circularity; Standardization vs. Digitalization; Compliance vs. Competitive Advantage; and Short-term performance vs. Long-term capability development. These are persistent competing demands. DGL helps leaders work with them in context rather than assume that one universal solution will remove them permanently. [Explore the four tensions](https://digitalgreenlean.com/integration) ### Can Circular Economy conflict with operational efficiency? Yes. Recovered inputs, reverse logistics or additional sorting can introduce variability and coordination work. A useful assessment examines both local process performance and wider resource value. For example, a dedicated recovery stream may be appropriate even if it adds handling in one area. Such examples illustrate decisions rather than guarantee a net benefit. [Explore Efficiency vs. Circularity](https://digitalgreenlean.com/integration) ### How can standard work coexist with Digital experimentation? Standard work provides a shared baseline, while Digital evidence may reveal a better way to operate. Teams can test a proposed change, assess its risks and results, and update the standard when justified. Live data should support informed judgement rather than bypass process ownership or validated controls. [Explore Standardization vs. Digitalization](https://digitalgreenlean.com/integration) ### How can compliance become a source of competitive advantage? Reliable compliance establishes a necessary baseline. Beyond that, organisations can examine whether the same capabilities create customer value, better resource use or new offerings. Investment should be evaluated with evidence and clear responsibilities. Meeting a requirement does not automatically create differentiation or prove a sustainability claim. [Explore Compliance vs. Competitive Advantage](https://digitalgreenlean.com/integration) ### How can short-term performance and long-term capability be balanced? Leaders can make the different time horizons explicit, protect selected capability-building work and review it alongside current targets. Pilots need owners and a path into normal operations. The aim is to avoid both sacrificing future capability to daily pressure and funding experiments disconnected from business needs. [Explore performance and capability development](https://digitalgreenlean.com/integration) ## Assessment and roadmaps ### What assessment options does DGL offer? DGL offers a focused culture and leadership readiness assessment and a broader integrated business assessment covering relevant operational, Digital, Circular and organisational conditions. The initial conversation establishes which approach fits the problem. Scope, evidence and deliverables are agreed before the work begins. [Explore assessment options](https://digitalgreenlean.com/assessment) ### What information is needed for an assessment? Depending on scope, evidence may include interviews, process observation, performance data, existing strategies, technology use and examples of improvement work. Information needs are agreed with the organisation. The assessment should use evidence relevant to the question rather than request every document or assume that one checklist fits all. [Explore the assessment approach](https://digitalgreenlean.com/assessment) ### What should an assessment produce? An assessment should clarify the current situation, relevant gaps, dependencies and practical priorities. Agreed outputs may include findings, recommendations and a roadmap with responsibilities and review points. The exact format depends on the engagement; it should help leaders make decisions rather than simply provide a maturity score. [Explore assessment outputs](https://digitalgreenlean.com/assessment) ### How are roadmap priorities selected? Priorities should reflect the business problem, expected value, feasibility, dependencies, risk and organisational readiness. Operational, Digital and Circular consequences are considered together. A roadmap can combine near-term action with capability development, with decisions revisited as evidence emerges. [Explore assessments and roadmaps](https://digitalgreenlean.com/work#work-assessment) ### Can DGL work alongside existing Lean, Digital or sustainability programmes? Yes. Existing programmes, standards and investments provide a starting point. The work can examine overlaps, gaps and conflicting priorities, then agree how the programmes should connect. It does not require an organisation to discard useful systems or replace every initiative with a new label. [Explore implementation and integration support](https://digitalgreenlean.com/work#work-implementation) ## Services and working together ### What are the six ways of working with DGL? The six areas cover assessments and roadmaps; business and operational performance; implementation and integration; learning and capability development; innovation management; and technology assessment and implementation. They can be scoped individually or combined around a defined business challenge. [Explore the six ways of working together](https://digitalgreenlean.com/work) ### Which sectors does DGL prioritise? Priority sectors include industry and manufacturing, automotive, aerospace, healthcare, construction and real estate, retail, FMCG, government organisations, universities and educational centres. DGL is also open to other sectors where its capabilities fit the challenge. The approach and scope are adapted to each organisation’s processes, people and objectives. [Discuss your sector and challenge](https://digitalgreenlean.com/work) ### Is support available online and on site? Yes. Work can be delivered online, on site or through a combination, depending on the task and agreed scope. Interviews, workshops, operational observation and implementation support may need different arrangements. Location, access and practical requirements are discussed before confirming the engagement. [Discuss delivery arrangements](https://digitalgreenlean.com/contact) ### Who carries out a DGL engagement? DGL brings the resources needed for the agreed scope. Some engagements may be delivered by Dr. Gatell alone; others may involve additional specialists. Roles, responsibilities and collaboration with the client’s team are established for the project. Team size is determined by the work rather than a fixed delivery model. [Discuss the support you need](https://digitalgreenlean.com/contact) ### How do we start, and are duration and fees fixed? Start with a written enquiry or an initial conversation, followed by an online face-to-face meeting to understand the context. Duration, fees, outputs and delivery arrangements depend on the organisation’s size and needs. No standard price or project duration is published because scope is agreed for each engagement. [Contact Digital Green Lean](https://digitalgreenlean.com/contact) ## Evidence, application and limits ### What research supports DGL? The primary sources are the concept paper, the published culture and leadership maturity model, and the doctoral thesis with its defence materials. They address different research questions and should be read with their methods and limitations. The reference library links directly to the publications and supporting documents. [Read primary sources and references](https://digitalgreenlean.com/knowledge/sources.html) ### Can the framework be applied outside manufacturing? The research foundation is in manufacturing, including process manufacturing in the doctoral thesis. Some ideas may inform decisions in other settings, but transfer requires adaptation and assessment. Application to healthcare, retail, public services or education should not be presented as if the original research had validated outcomes in all those sectors. [Read the guide and its limits](https://digitalgreenlean.com/knowledge/guide.html) ### How should transformation results be measured? Measures should fit the agreed problem and can include quality, delivery, cost, productivity, resource use and capability development. Define baselines, ownership and review periods, and distinguish revenue, savings, cost avoidance and other effects. Claims should be supported by evidence, with double counting and attribution considered. [Explore operational performance support](https://digitalgreenlean.com/work#work-performance) ### Does DGL guarantee savings or a particular maturity level? No universal financial result or maturity outcome is guaranteed. Results depend on the starting situation, decisions, implementation and operating conditions. Historical achievements in professional cases belong to their organisations, teams and periods; they are not promises that a new DGL engagement will reproduce the same figures. [View professional cases in context](https://drgatell.com/#experience-in-practice) ### How should I cite DGL or use its materials? Cite the relevant original publication by Gatell and Avella when discussing the scientific concept or maturity model, and the doctoral thesis for its specific findings. Use the source details and DOI links in the reference library. Reuse of website materials remains subject to the stated copyright terms; contact DGL for permission where required. [Find publication details and attribution](https://digitalgreenlean.com/knowledge/sources.html) [Discuss your question](https://digitalgreenlean.com/contact)[Back to Reference](https://digitalgreenlean.com/knowledge/index.html) --- # Primary sources and references Author and editorial review: Dr. Ignacio Sánchez Gatell Updated: 2026-10-17 Canonical page: https://digitalgreenlean.com/knowledge/sources.html [Download this page · Markdown](https://digitalgreenlean.com/knowledge/sources.md)[Download the library · Markdown](https://digitalgreenlean.com/knowledge/library.md) These are the primary scientific and doctoral sources behind Digital Green Lean. The published articles are coauthored by Ignacio S. Gatell and Lucía Avella. The thesis and defence are by Ignacio Sánchez Gatell, supervised by Dr. Lucía Avella. ## Impact of Industry 4.0 and Circular Economy on Lean culture and leadership: Assessing Digital Green Lean as a new concept Ignacio S. Gatell and Lucía Avella European Research on Management and Business Economics · 30(1), 100232 · 2024; online 25 November 2023 [Open PDF](https://digitalgreenlean.com/files/paper-concept-ermbe-2023.pdf)[Publisher DOI](https://doi.org/10.1016/j.iedeen.2023.100232) ## A maturity model for assessing Digital Green Lean leadership and culture implementation in manufacturing companies Ignacio S. Gatell and Lucía Avella Total Quality Management & Business Excellence · 35(7–8), 860–897 · 2024 [Open PDF](https://digitalgreenlean.com/files/paper-maturity-tqmbe-2024.pdf)[Publisher DOI](https://doi.org/10.1080/14783363.2024.2347373) ## Integrating Lean Manufacturing, Industry 4.0, and Circular Economy: A Digital Green Lean Framework for Culture and Leadership Transformation in Process Manufacturing Ignacio Sánchez Gatell · Supervisor: Dr. Lucía Avella University of Oviedo · Doctoral thesis · 2026 [Open PDF](https://digitalgreenlean.com/files/digital-green-lean-doctoral-thesis-2026.pdf) ## Digital Green Lean: the doctoral defence Ignacio Sánchez Gatell University of Oviedo · 25 June 2026 [Open PDF](https://digitalgreenlean.com/files/dgl-doctoral-defence-2026.pdf) ## Related theoretical literature - Smith and Lewis (2011): paradox and persistent competing demands. [Publication](https://doi.org/10.5465/amr.2009.0223). - DiMaggio and Powell (1983): institutional pressures and organisational practices. [Publication](https://doi.org/10.2307/2095101). - Teece (2007): dynamic capabilities. [Publication](https://doi.org/10.1002/smj.640). These works are by other authors. They are supporting references, not publications authored by Gatell and Avella. Publisher access conditions vary. ## Publication status and attribution Only the two journal articles above are labelled published scientific papers. The doctoral materials have their own document types. Research under review is not presented as a published paper and its full text is not included here. When referring to the scientific concept, cite the Gatell and Avella publication. When referring to the full doctoral framework, identify Ignacio Sánchez Gatell’s thesis and supervisor Dr. Lucía Avella.