This article analyzes the potential of integrating the principles of lean manufacturing into public-private partnership (PPP) mechanisms in order to improve the quality of infrastructure project development. In the context of limited budgetary resources and the need to achieve the global Sustainable Development Goals (SDGs), the combination of these approaches is considered as a strategic tool to increase the effectiveness of project activities. The methodological basis of the research is based on an integrated approach, including content analysis, factor analysis, SWOT analysis, as well as the use of the case study method. The authors propose a step-by-step conceptual model for implementing lean manufacturing tools such as VSM, JIT, Kaizen and the 5S system at all stages of the PPP lifecycle, from initiation to operation and contract completion.

Special attention is paid to the role of digital transformation (BIM, IoT) and operational monitoring methods, including Gemba traversals and the PDCA cycle. The study identifies key barriers, such as regulatory complexity and managerial inertia, and identifies opportunities for international institutional cooperation. It is concluded that systematic application of lean management not only optimizes costs and deadlines, but also ensures long-term environmental and social sustainability of infrastructure assets. Improving the institutional architecture and developing the competencies of government partners are recognized as necessary conditions for the successful implementation of this interdisciplinary management system.

MISHENINA G.

Reseacher (management department), Klaipedos universitas, Klaipeda, Lithuania.

E-mail: halyna.mishenina@ku.lt, https://orcid.org/0000-0003-4366-1864

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