Purpose: Nowadays manufacturers companies are increasingly compelled to navigate towards servitization. Different methods and approaches were proposed in literature to support them to switch from traditional product-based business model to product service systems (PSSs). However, new knowledge, capabilities and skills were needed to consistently develop PSSs, since they need a joint focus on both customer’s perspective and company’s internal performance and at the same time a proper support for the integration of product and service design. The purpose of this paper is to propose the Product Service System Lean Design Methodology (PSSLDM), a structured methodology to develop PSSs along their entire lifecycle. Design/methodology/approach: Retrieving concepts from interpretative, interactive and system development research traditions, and strongly reminding the design research methodology framework, the adopted research methodology is composed of three main phases (observation and conceptualization, theory building and tool development, validation) and involved three heterogeneous companies. Findings: This paper provides an overview of the PSSLDM, explaining how the different methods supporting its conduction should contribute to properly design an integrated PSS. Moreover, companies highlighted several benefits in the different stages along the PSS lifecycle deriving by the adoption of the PSSLDM. Research limitations/implications: The development of a platform based on the PSSLDM methodology raises a discussion on the possible changes needed by current Product Lifecycle Management (PLM) models and systems when they have to do with PSSs. Originality/value: The PSSLDM enriches the already proposed SErvice Engineering Methodology, introducing new several components linked by lean rules in each of its phases (starting from customer analysis, going through solution concept and detailed design, until the offering analysis) and better supprting the deatil design of both prodcut and service components.

Purpose: Examining synergies between Lean, Industry 4.0, and Industry 5.0 principles, the aim is to showcase how Lean's focus on people enhances Industry 5.0 implementations, leading to the development of the Lean 5.0 paradigm. In addition, insights from artisanal industries, like the fashion one, are specifically collected.Design/methodology/approach: First, a literature review was conducted to define a comprehensive framework to understand how Lean fits into the Human-Centric (HC) paradigm of Industry 5.0. Second, a case study was employed to give empirical insights and identify practical initiatives that brands can pursue, involving two best-in-class leather goods brands located in Italy.Findings: A conceptual framework to pave the way for new paradigm Lean 5.0 was defined and validated through a case study. To path the way for a case study in the fashion industry, the Lean HC paradigm is detailed into domains and related categories to group practices. The empirical insights demonstrate that Lean HC actions can be effectively supported by Industry 4.0 technologies in traditional sectors like the fashion industry, shifting towards Industry 5.0.Practical implications: The proposed framework and related practices can be used by companies to facilitate their transition towards Industry 5.0, leveraging on Lean Manufacturing.Originality/value: The innovative contribution of the present work mainly refers to the proposed conceptual framework, encompassing Lean, HC and Industry 4.0 and introducing Lean 5.0 paradigm. The case study enriches the empirical contributions in the fashion industry.

Circular Lean Product-Service Systems (CLPSSs) are a new type of PSS, a combination of a tangible circular product with intangible value-added service elements, and its related supporting closed-loop networks and infrastructure. CLPSSs can lead to dematerialization through reducing the creation of waste in manufacturing and services operations, and the consumption of virgin materials, thanks to a restorative and regenerative operational system by design that can satisfy customers’ needs, decouple economic growth from environmental impact and create new revenue streams out of extending the residual value of products. This paper aims to demonstrate the compatibility of circular economy and lean principles in the context of PSSs and contribute to their integration in order to create customer-oriented solutions that minimize resources consumption and enhance the ultimate value-added to the end-user.Griffith Sciences, Griffith School of EngineeringFull Tex

Through the digitalisation of manufacturing, product-service systems (PSS) and smart connected products are, from the companies' side, driving a market transition from a sale of products towards a sale of use of solutions, and, from the customers' side, reshaping the concept of value. The systematic integration of intangibles services with physical products requires companies' alignment also in terms of practices and tools adopted to develop and design these complex solutions adequately. The extant literature proposes several approaches to develop PSSs: it has been stated that the majority of them embedded in their structure some characteristics that are typical of concurrent engineering and lean product development theories. In the meanwhile, a research stream, named lean PSS, has progressively arisen up in the last few years. However, how so far the extant literature has already contributed to the forthcoming lean PSS domain is not clear. In order to better clarify and address this issue, this article, based on a systematic literature review approach, defines lean PSS, also exploring its main features and application areas and defining the related possible research opportunities.