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

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.