Lean Green Practices Research Articles

The dimensions of Lean-Green 4.0 readiness a Systematic literature review

Lean-Green management is deployed in all organizational areas and sectors, but it is not yet understood how Lean-Green practices will progress in this digitalization era. This paper proposes a baseline framework to design an assessment model for implementing Lean-Green management in an Industry 4.0 environment. A systematic literature review was conducted to investigate the literature on Lean, Green and Industry 4.0. There is a gap in the literature related to the transformation of Lean-Green 4.0 management in organizations. Several dimensions were identified, namely: ‘leadership and strategy’, ‘people’, ‘process’, ‘product’, ‘customer’, ‘supplier’, ‘governance’, and ‘technology’. The measurement items, grouped into the dimensions, are proposed to illustrate what can be measured in the current state within organizations. This study bridges the gap between academia and practice by providing valuable insights to guide leaders in their journey to Lean and Green transformation. In addition, the findings provide new knowledge to leaders and academics concerning the most critical factors for a successful transformation. Management can adapt their organizations by knowing how to execute a Lean-Green system in the new digitalization era. This research aims to contribute to discussing the relationships between these two subjects.

Effect of lean-green practice and green human resource on supply chain performance: a resource-based view

PurposeThe study examined a wide range of proactive supply chain practices to demonstrate a cross-linkage among them and to understand their effects on both practitioners of previous decision-making models, frameworks, strategies and policies. Here, six supply chain practices are empirically evaluated based on 28 constructs to investigate a comprehensive model and confirm the connections for achieving performance and competence. The study presents a conceptual model and examines the influence of many crucial factors, i.e. supply chain collaboration, knowledge, information sharing, green human resources (GHR) management and lean-green (LG) practices on supply chain performance.Design/methodology/approachStructural equation modeling (SEM) examines the conceptual model and allied relationship. A sample of 175 respondents' data was collected to test the hypothesized relations. A resource based view (RBV) was adopted, and the questionnaires-based survey was conducted on the Indian supply chain professionals to explore the effect of LG and green human resource management (GHRM) practices on supply chain performance.FindingsThe study presented five constructs for supply chain capabilities (SCCA), five constructs for supply chain collaboration and integration (SCIN), four constructs for supply chain knowledge and information sharing (SCKI), five constructs for GHR, five constructs for LG practices (LGPR) and four constructs for lean-green SCM (LG-SCM) firm performance to be utilized for validation by the specific industry, company size and operational boundaries for attaining sustainability. The outcome emphasizes that SCCA positively influence GHRM, LG practices and LG supply chain firm performance. However, LG practices do not influence LG-SCM firm performance, particularly in India.Originality/valueThe study exploited multiple practices in a conceptual model to provide a widespread understanding of decision-making to assist in developing a holistic approach based on different practices for attaining organizational sustainability. The study stimulates the cross-pollination of ideas between many supply chain practices to better understand SCCA, SCIN, SCKI, GHRM and LG-SCM under a single roof for retaining organization performance.

How does green lean practices effect environmental performance? Evidence from manufacturing industries in India

PurposeIndustrialisation has contributed to global environmental problems, especially in developed countries, but increasingly so in developing ones as well. The rising public concern for the natural environment is compelling business entities to revise their business models towards green lean (GL) management. Most manufacturing firms have realised that GL implementation is a critical factor that drives their success. Therefore, keeping in view the above said aspects, the purpose of this paper is to empirically assess the complementary impact of GL practices on environmental performance.Design/methodology/approachData from a sample of 124 Indian manufacturing industries are analysed using a structural equation modelling technique.FindingsEvidence suggests that GL practices such as top management commitment, government support, human resource management, health and safety of employees and public pressure and legislature have significantly positive effect on environmental performance of manufacturing industries.Research limitations/implicationsThe sample is limited to Indian manufacturing industries situated in northern region, with a low response rate.Practical implicationsSuccessful implementations of GL practices can lead to improved environmental performance. Manufacturing industries within emerging economies like India can improve on their GL practices by incorporating these findings into their business models, while research could be guided to focus their inquiries on this and related genres of scholarly work.Originality/valueTo the best of the authors’ knowledge, this study is one of the first to empirically assess the complementary impact of GL practices on environmental performance within the Indian context.

Lean green practices in Automotive Components Manufacturing

In response to the global surge in industrial competition, organizations have increasingly embraced lean green practices as an approach to identify and eliminate non-value-added waste in manufacturing processes, while ensuring sustainable practices. This research extends current literature on lean green practices in manufacturing by a) exploring current implementation of lean green practices in the automotive components manufacturing industry and b) examining the challenges encountered within its supply chain processes when implementing the practices. The evaluation utilizes the SCOR model, and a focus group of automotive components manufacturing professionals in the UK. The findings reveal that an average level of implementation of lean green practices, offering benefits such as enhanced productivity, cost reduction, and improved competitive advantage. Implementation challenges were found to be particularly faced in the sourcing and manufacturing (MAKE) processes of the supply chain, due largely to component outsourcing issues, and inefficiencies in the conversion of raw materials into finished products to meet supply chain demands.

Moderating influence of lean-green practices on the relationship between capital mobilization and performance of medium hotels in the Kenyan cities

The objective of this study was to investigate the impact of capital mobilization on the operational outcomes of medium-sized hotels located in urban areas of Kenya. The research was grounded in the framework of dynamic capability theory. The study employed a pragmatic research paradigm that utilized mixed methodologies and employed a contemporaneous triangulation research methodology. The sample consisted of 534 medium-sized hotels. The researchers employed a stratified random sampling methodology to ascertain a sample size of 229 hotels. The research was grounded in the theoretical framework of the natural resource-based perspective. In order to examine the goal hypothesis, the researchers calculated the beta coefficient and conducted a t-test to assess the association between capital mobilization and the performance of medium hotels in Kenya. The significance level for this test was set at 5%. The null hypothesis was rejected based on the statistically significant estimated beta value (0.698, p = 0.000), indicating a confirmed substantial association between capital mobilization and the performance of medium hotels in urban areas of Kenya. The performance of a firm is influenced by the amalgamation of employees' knowledge and abilities, which are integrated through various processes and procedures. This integration not only shapes the structure of the organization but also facilitates the generation of value. The study suggests that it would be beneficial to focus on implementing lean-green practices during capital growth, as these practices have been shown to align with improved performance. Additionally, it is recommended to place greater emphasis on incorporating the concept of 5S into entrepreneurship courses at all levels of education.

Entrepreneurial Mindset, Lean-Green practices and firm performance among medium hotels in Kenyan cities

Firms are driven to maximize profits, requiring specialized techniques to improve performance. Firms can handle chaotic conditions by acting strategically. Global studies show high early-stage SME death rates. Hospitality studies have not examined how lean-green methods boost performance and competitiveness. Lean-green methods affect the entrepreneurial spirit and performance of medium-sized hotels in Kenyan cities. The paper relies on discovery and dynamic capability theory. The article used mixed-methods, concurrent triangulation, and pragmatic philosophy. 534 medium hotel managers in Mombasa, Nairobi, and Kisumu were studied, and 229 were sampled using stratified random sampling. Data was collected by questionnaire and saved in MS Excel for case-variable screening and cleaning. SPSS 22 was used for data analysis. Pearson's correlation and regression models analyzed quantitative data. In Kenyan cities, entrepreneurial attitude positively affects medium hotel performance (=.775, t = 17.499, p.05). Lean-green synergy positively impacted performance (? =.527, t = 12.497, p ?.05) and moderated the connection between entrepreneurial mentality and business performance. The study found that lean-green techniques boost performance. Lean-green production strategies are recommended by the study. These findings benefit hotel entrepreneurs, managers, academia, and legislators. The study proposes studying other industries besides hospitality to see whether comparable findings are found.

Integrated lean-green practices and supply chain sustainability framework

Integration of lean-green practices has benefited companies in many ways, particularly the large ones. Small and Medium Enterprises (SMEs), as key players within supply chains, should also be encouraged to apply the lean and green practices to support the large enterprises in the supply chain. However, it remains all time challenging for SMEs that operate with limited resources, and often emphasize on short-term goals with rapid turnaround. The impact of green-lean practices on sustainability performance has been investigated earlier, however further study is needed to understand the phenomena in context of SME supply chain. This study examined the moderating effects of top management commitment and leadership (TMCL) and organizational culture transformation (OCTr) on the relationship between Lean Practice (LP) and Green Practice (GP). Further, it investigated the moderating effect of both policy initiative (PI) and collaborative synergy (CS) on the relationship between GP and sustainability performance. The survey-based study analyzed the data from 345 Indonesian manufacturing SMEs using structural equation modeling (SEM) with Smart-PLS. The findings suggest that GP mediates LP to improve sustainability performance of SMEs. TMCL facilitates significantly the adoption of integrated lean and green practices. Meanwhile, OCTr, PI, and CS did not have a significant moderating effect. It means that OCTr does not significantly moderate lean practices for the adoption of green practice. Similarly, results demonstrate that neither PI nor CS moderate the correlation between green practice and sustainability performance of supply chain in manufacturing SMEs. The findings help SME owners or managers to build a comprehensive model of a lean-green system to direct SMEs to achieve sustainable development.

Influence of Lean-Green Practices on The Relationship Networks and Performance of Medium Hotels in the Kenyan Cities

Purpose: Examine the influence of lean-green practices on the relationship between networks and performance of medium hotels in the Kenyan cities.
 Design/methodology/approach: The study was anchored on dynamic capability theory. Pragmatic research paradigm employing mixed method was applied which uilized concurrent triangulation research design. The target population was 534 medium hotels. Stratified random sampling technique was used to determine a sample size of 229 hotels.
 Findings: The study found that networks positively influenced performance of medium hotels in Kenyan cities and lean-green practices positively and significantly influences on the relationship between networks and performance of medium hotels in Kenyan cities. Designing, implementing and utilizing lean-green practices in collaboration with networking in medium hotels is important in production matrix.
 Research limitations/implications: Focus was on medium hotels in the Kenyan cities.
 Practical implications: Results of this research shows that lean-green practices constitute one of the most important strategies resulting in performance.
 Originality/value: This research is original because the research was conducted in Kenya and there is no other similar research in Kenya.

Assessing the lean-green practices in the automotive industry: Perspectives from academia and industry

Since the emergence of rising environmental issues, firms urgently require a supply chain strategy that will allow them to compete effectively in the marketplace. Implementing lean and green supply chain management strategies have been recommended to achieve sustainability and competitiveness. Yet, there is some ambiguity about how these practices must interact with one another. While lean practices have been around for a while and are widely adopted by businesses, the green movement is still evolving in the supply chains for most industries. This paper aims to identify the most important lean-green practices in supply chain management and their relative importance to firms’ sustainable performance in automotive industry context using Best Worst Method. The results reveal that green related practices are the most important to achieve environmental, economic, and social performance respectively. Whereas most lean practices remain the least important. As mentioned by the results three green practices, namely Environmental Management System (EMS), Green Purchasing (GP), and Reduce, Reuse and Recycle (3R), are the most important, while Small Lot Sizing (SLZ) is the least important lean practice. These practices contribute to the improvement of environmental, economic, and social performance respectively. The findings of this research offer a theoretical and empirical roadmap for decision makers seeking to identify key practices that are most likely to contribute to improving various aspects of sustainable performance in automotive context.

Empirical analysis of success factors to implement lean-green practices in an Indian automotive manufacturing industry using ISM-MICMAC approach

Empirical analysis of success factors to implement lean-green practices in an Indian automotive manufacturing industry using ISM-MICMAC approach

Integrated Lean-Green Practices and Supply Chain Sustainability for Manufacturing SMEs: A Systematic Literature Review and Research Agenda

While it is understandable that lean and green practices are mostly sensible for large companies, it is also important to bring these practices to small and medium enterprises (SMEs), as they are the dominant players in various industry sectors. SMEs are part of larger supply chains and contribute substantially to the economy, and thus perhaps there is a need for a workable model that attracts them to the lean and green practices. This study aims to find gaps in the lean-green research area that require development in future studies, especially for SMEs. This study uses an analysis of systematic literature reviews (SLR) and involves carefully selected articles from different databases or sources. This SLR was conducted in an effective and structured way using keywords entered into the search engine and found as many as 157 peer-reviewed journal articles, which were studied further using quantitative and qualitative approaches. The bibliometric analysis carried out made it possible to observe research trends on lean and green from 1996 to 2022. To find different research dimensions on lean and green topics, an in-depth evaluation was carried out on the linkage between lean, green, supply chain management, sustainability, and other management approaches. This study finds a lack of empirical research studies that comprehensively focus on investigating the impact of lean and green practices on the supply chain sustainability performance of manufacturing SMEs and involve all three aspects of the triple bottom line (3BL). Our review suggests such a robust and workable model for SMEs is not currently available. A limitation of our review is the use of keywords or “terms” to select articles, as well as the subjectivity of the researcher. Finally, we identify the research streams, criteria, findings, limitations, and enablers or challenges of 17 selected published journal papers on lean-green studies in SMEs and propose a number of research questions for future research directions.

Synergies and Trade-Offs between Lean-Green Practices from the Perspective of Operations Strategy: A Systematic Literature Review

In the operations management and sustainability literature, the integration of Lean and Green manufacturing is considered one of the great solutions to balancing operational gains and environmental sustainability. This literature focuses mainly on the integration between them. However, there are no studies investigating how this integration is related to the Operations Strategy content: competitive priorities and decision areas. Thus, this study aims to contribute to reducing this research gap by providing a more in-depth understanding of the relationships between Lean-Green practices from the point of view of the Operations Strategy. We identify synergies and potential trade-offs between competitive priorities and changes in decision areas when Lean-Green practices are implemented. We performed a systematic literature review to answer two questions: Does the implementation of Lean and Green practices affect operations’ competitive priorities, causing synergies or trade-offs? What decision area(s) are modified with the implementation of each practice? This systematic review analyzed 338 selected articles. Competitive priorities, decision areas, Lean practices, Green practices and Lean-Green practices were identified and discussed, highlighting trade-offs, synergies and changes in decision areas. The results suggest that Lean and Green are synergistic in most practices, but they must be managed according to the Operations Strategy, especially as their focuses are essentially different and trade-offs may occur.

Water Quality Analyzing Barriers of Green Lean Practices in Manufacturing Industries by DEMATEL Method

Water quality for a specific purpose, usually of drinking or swimming Depending on the suitability, its chemical, of water including physical and biological properties describes the condition. The quality of water is its of water based on quality of use Refers to chemical, physical and biological properties. Research significance: Usually through water purification of standards against which attainable conformity can be assessed it is often used to refer to the set. Some of the contaminants in our water are alkaline Intestinal disease, reproductive problems and Health including neurological disorders can lead to problems. Alternative: sulphate, chloride, magnesium, calcium, PH. sulphate, chloride, magnesium, calcium, PH Result: The result it is seen that PH is got the first rank where as is the calcium having the lowest rank. Conclusion: The value of the dataset for Water Quality in Test and evaluate decision making the lab shows that it results in PH and top ranking.

Lean –Green Practices and Firm Performance Assessment: An ANP Method

ABSTRACT To be competitive, organizations are aiming to achieve operational and environmental performance through the combined adoption of lean and green practices. The literature indicates the positive impact of both paradigms on a firm overall performance. In this study, an analytical network process method and lean-green index were proposed to investigate the impact of lean-green practices on organization performance. The environmental management system is identified as the most significant green practice, while 5S is the most important lean practice. Visual management systems and standard minute value are the most critical practices of leanness. The dynamic sensitivity analysis was performed to check the robustness of the results. The findings might be useful for industrial practitioners and policymakers to strengthen the organization through the assessment and implementation of lean-green practices.

Competitive Priorities and Lean–Green Practices—A Comparative Study in the Automotive Chain’ Suppliers

For organizations to remain competitive, they must now adapt to sustainability requirements, which have become performance criteria for supplier selection for most original Equipment manufacturers (OEMs). In this sense, environmental performance is now included as a competitive priority throughout the supply chain. Therefore, this study aims to verify, through two case studies, the competitive priorities of two first-tier suppliers from the automotive chain that have adopted lean and green practices. The findings show that the quality priority is the main source of competitive advantage and the focus of the operations that are analyzed here, while the environmental priority is not considered the most important by the companies. However, it is still included as a priority. Furthermore, it is demonstrated that lean practices could generate compatibility for the environmental priority, even indirectly, while trade-offs can arise between priorities. Therefore, the integration between lean and green practices can facilitate the inclusion of the environmental priority into the operations strategy and management systems.

Digitalization as an Enabler to SMEs Implementing Lean-Green? A Systematic Review through the Topic Modelling Approach

Small- and medium-sized enterprises (SMEs) play a fundamental role in the global economy. However, SMEs usually have different characteristics from larger enterprises, e.g., essential resource restrictions, lower performance, and higher environmental impacts. This requires them to search for strategies to be more competitive and sustainable. A possible solution relies on introducing Lean-Green practices. Previous research indicated that digitalization could be an enabler of Lean. Lean can also help to achieve increased environmental performance using the Lean-Green approach. In this study, this important yet under-studied area is investigated as we consider digitalization as an enabler for implementing lean in SMEs, with a focus on Lean-Green practices. A systematic literature review is executed, following a new framework based on topic modelling for extracting the papers. The topic modelling is executed through latent dirichlet allocation (LDA) which is a machine learning technique. In methodological means, this paper represents an example of the frontier of digitalization for research activities. Regarding the investigated focus, the main findings revealed that digitalization is an enabler to Lean and to Lean-Green. As digitalization supports information sharing, it consequently fosters performance measurement systems, improvements, and value chain integration.

Relationship between Just in Time, Lean Manufacturing, and Performance Practices: a meta-analysis

Abstract: Companies strive for superior results. Focusing on return, performance, and profitability is mainstream; this reasoning is constantly present in the decisions of the strategic operational management of companies. Based on this assumption, the objective of this work is to evaluate empirically whether the degree to which a company implements a combination of Just in Time (JIT) or Lean Manufacturing practices systematically affects the company's operational, financial, and/or organisational performance. For this, a meta-analysis was carried out; the final sample consisted of 28 articles, with 41 studies and 12,708 included subjects who provided the effects that explain the proposed relationship. The data were collected in the Web of Science, EBSCO, and Science Direct databases, with an open period, considering all works available until July 2020. Among the main findings, JIT practices and the company's operational performance present a positive, significant, medium effect. Lean manufacturing practices demonstrate a positive and significant relationship in operational, financial, and organisational performance, all with an average impact on the effect size. No direct relationship was found between the JIT variables and organisational performance (financial, operational, and environmental), based on the TBL. Additional research is needed regarding the relationship of JIT and Lean Manufacturing practices with the organisational performance (financial, operational, and environmental) based on the TBL, as well as an in-depth analysis of previous research related to green Lean practices and their relationship with organisational performance, based on the TBL.

Impact of lean-green practices on production performance: evidence from SMEs of a developing economy

Impact of lean-green practices on production performance: evidence from SMEs of a developing economy

Towards a sustainability paradigm; the nexus between lean green practices, sustainability-oriented innovation and Triple Bottom Line

Sustainable development has become a prerequisite for any organization that ensure environmental, economic, and social sustainability during the production process. However, how lean manufacturing helps to achieve each of the three dimensions of sustainability was not adequately considered by prior studies, since one type of sustainability or the concept of sustainability as a whole has been investigated. Moreover, few studies investigated the combined effect of lean practices and Sustainability-Oriented Innovation (SOI) on each type of sustainability. Therefore, this study aims to investigate the impact of lean manufacturing practices on Triple Bottom Line (TBL) by taking SOI as a mediator. Data of 392 managers from different manufacturing organizations in Jordan was collected through well-structured questionnaire. Structural Equation Modeling (SEM) was employed to check the relationship between latent and observed variables. The results reveal that both lean practices and SOI has significant and positive effect on TBL. Although lean manufacturing focus on efficiency while sustainability-oriented innovation promotes responsiveness to customers. Besides, SOI plays a partial mediating role between lean manufacturing and sustainable development. This study provides evidence that either lean practices or SOI and their combination significantly assure sustainability. The findings will assist decision-makers, supply chain managers and academicians to understand the importance of lean practices and SOI to achieve sustainability.

Lean–Green Improvement Opportunities for Sustainable Manufacturing Using Water Telemetry in Agri-Food Industry

Water has become a critical resource due to increased manufacturing activities. However, there is a lack of detailed information on water management and consumption by industries. In the recent bibliography, lean–green was established as a good approach for achieving sustainability in manufacturing industries, but few studies have aimed to achieve both operational and environmental improvements in water consumption. In this paper, we present a multi-case study in the agri-food industry in which water consumption in company activities is monitored, allowing them to improve their industrial processes based on lean–green practices, leading to a zero-waste strategy for this critical resource. The aim of this paper is to demonstrate the importance of having detailed knowledge regarding water consumption in order to discover, in a lean–green context, new improvement opportunities which could remain hidden by the current way of analysing consumption.