A hierarchical complementary Lean-Green model and its impact on operational performance of manufacturing organisations

Abstract

Purpose: This research aims to examine the complementary impact of Lean Manufacturing (LM) and Green Manufacturing (GM) on operational and environmental performance. Design/methodology/approach: A survey was conducted in the Zimbabwean manufacturing industry. A total of 302 valid responses were obtained and analysed using partial least square structural equation modelling (PLS-SEM). Findings: Both LM and GM impact environmental and operational performance; however, GM's effect on operational performance is indirect through environmental performance. Research limitations/implications: This study only focusses on the Zimbabwean manufacturing industry, and the results may not readily apply to other developing countries. Practical implications: The companies that have successfully implemented LM are able to implement GM more easily because of their complementary nature. Social implications: The integration of LM and GM reduces most forms of waste, causing an improved environmental and operational performance. In addition, this will improve community relations and customer satisfaction. Originality/value: This research investigates the complementary nature of LM and GM on how LM and GM impact organisational performance and whether a combined Lean-Green implementation leads to better organisational performance than when LM and GM are implemented individually. The research also examines whether being environmentally compliant leads to improved organisational performance, particularly in a developing country.