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Manufacturing organizations’ survival has been threatened by international competition, changing customer demands, and resource scarcity. To ensure sustainable business growth, one of the most crucial approaches manufacturing companies should employ is to successfully integrate Lean Green and Six Sigma (LG&SS) strategies. This study identifies, evaluates and establishes a contextual relationship between LG&SS enablers within three sustainability dimensions: social, economic, and environmental and also investigates the causal relationships between them. A fuzzy decision-making trial and evaluation laboratory structural evaluation (DEMATEL) methodology is employed in conjunction with an analytical network process (ANP) for this purpose. The study provides a quantitative evaluation framework and a strategy map for implementing integrated LG&SS in the manufacturing SMEs. The findings reveal that employee empowerment is the most important enabler. Top management commitment and support, as well as consumer demand for Green products, drive the successful implementation of integrated LG&SS. The ‘Environmental’ perspective is the most important dimension of sustainability, while the ‘Economic’ dimension is the driving force behind implementing integrated LG&SS. The article contributes to the field of sustainable operations in two ways. First, it proposes a framework along with strategy map for assessing and quantifying the causal relationships between the three dimensions of sustainability and their associated enablers. The proposed approach can be seen as a proof-of-concept and be adjusted to the diverse set of industries and organizations to conciliate the characteristics of the organization Second, it conducts an empirical study to generate significant managerial insights and policy suggestions.
Gandhi et al. (Tue,) studied this question.