Under conditions of high price volatility in commodity markets, tightening environmental regulation, and chronic overcapacity, enterprises of the mining and metallurgical complex face the imperative not of incremental but of structural shifts in operational efficiency. In response to this challenge, the paper develops and theoretically substantiates an integrative framework that combines project management (PM) with lean manufacturing practices as complementary mechanisms of organizational development. The central proposition of the study is that sustainable operational excellence is achieved not by isolated Lean initiatives, but by their systematization and disciplined implementation within the contour of mature project procedures: from portfolio prioritization and stage-gate management to benefits control and the replication of best practices. Methodologically, the work draws on a systematic analysis of academic and industry literature, content analysis of managerial documentation, and case studies. In conclusion, it is argued that the synergy of PM and Lean, reinforced by digital transformation (sensors and MES/APS, analytics and predictive models, process mining), moves the enterprise from point improvements to systemic, reproducible changes in the operating model, with a direct effect on financial results and business resilience. The materials contained in the study will be of interest to senior executives and operations directors of the mining and metallurgical complex, as well as to researchers in industrial engineering and strategic management.
Sementcov Sergei (Mon,) studied this question.