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Article
Publication date: 26 July 2021

Ebenezer Afum, Zhuo Sun, Yaw Agyabeng-Mensah and Charles Baah

This study aims to investigate the interrelationships between lean production, green technology adoption, green product innovation, social sustainability performance and

Abstract

Purpose

This study aims to investigate the interrelationships between lean production, green technology adoption, green product innovation, social sustainability performance and green competitiveness. The study further investigates the mediation roles of green technology adoption and green product innovation between lean production systems, social sustainability performance and green competitiveness.

Design/methodology/approach

The quantitative research approach is used for the study. Data for the study is garnered from 197 managers of manufacturing firms in Ghana via a self-administered questionnaire. Structural equation modeling, specifically partial least square is applied as the methodological tool to test all hypotheses.

Findings

Results of the study suggest that lean production systems have a significant positive impact on green technology adoption, green product innovation and green competitiveness. However, lean production systems are found to have an insignificant impact on social performance. The results further confirm the mediation roles of both green technology adoption and green product innovation between lean production systems, social sustainability performance and green competitiveness; thus indicating that lean production systems create an efficient condition for firms to adopt green technologies and produce innovative green-based products to leverage superior social sustainability performance and green competitiveness.

Originality/value

This study proposes and develops a comprehensive research model that is supported by the natural resource-based view theory to investigate the link between lean production systems, green technology adoption, green product innovation, social sustainability performance and green competitiveness from an emergent country perspective.

Details

Journal of Engineering, Design and Technology , vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1726-0531

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Article
Publication date: 23 July 2021

Somaieh Alavi and Hamid Aghakhani

The present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.

Abstract

Purpose

The present study attempted to identify, measure and prioritize key green human resource management (GHRM) practices to achieve the lean-agile mindset in the steel industry.

Design/methodology/approach

Following an in-depth review of the literature, this study identifies GHRM practices. Then, the effect of green HRM practices on the lean-agile mindset was evaluated using structural equation modeling (SEM). In the next step, using the fuzzy analytic hierarchy process (FAHP), prioritization of practices that have significant effects on lean-agile mindset were discussed.

Findings

The present study introduced eight GHRM practices. The results of SEM showed a significant and positive effect of all GHRM practices on lean-agile mindset. Prioritization of GHRM practices by the FAHP was defined as green reward management, green education and development, green performance evaluation, green discipline management, green employment, green safety and health management, green selection and green career design.

Research limitations/implications

The present study suffers from some limitations. First, the research was conducted at a temporal section. Second, this research has been conducted in a particular industry.

Practical implications

The present study encourages human resource managers to increase their efforts to achieve green employees and put employee greenery in their strategic goals.

Social implications

Successful implementation of GHRM programs has positive consequences at the individual, organizational and community levels. Implementation of the identified actions increases employee vitality at the individual level. At the organizational level, the work environment of environmentally friendly organizations is also more attractive to job seekers. Finally, at the social and extra-organizational level, a green lifestyle is spread in the community, which will lead to a healthy and green environment.

Originality/value

Emphasizing environmental principles on the one hand and creating the lean-agile mindset on the other are effective factors on maintaining the competitive advantage of industries. In this regard, the present study presented two innovations in HRM literature: (1) assessing the effect of GHRM practices on lean-agile mindset and (2) prioritizing GHRM practices based on the lean-agile mindset.

Details

International Journal of Productivity and Performance Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-0401

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Article
Publication date: 17 May 2021

Ebenezer Afum, Ran Zhang, Yaw Agyabeng-Mensah and Zhuo Sun

This study aims to investigate the interactions between lean production, internal green practices, green product innovation and sustainable performance metrics. The study…

Abstract

Purpose

This study aims to investigate the interactions between lean production, internal green practices, green product innovation and sustainable performance metrics. The study further looks at the mediation effect of internal green practices and green product innovation between lean production and sustainable performance dimensions.

Design/methodology/approach

The questionnaire was used to glean data from 209 manufacturing firms. All the hypothesized relationships were processed by using partial least square-structural equation modelling.

Findings

The results suggest that lean production significantly leads to the implementation of internal green practices and the production of quality products with eco-oriented features that meet customers’ needs. Further, while lean production and internal green practices were found to significantly influence sustainability performance, green product innovation significantly influences only financial performance. Besides, the mediation analysis shows that internal green practices mediate the relationship between lean production and sustainable performance dimensions but green product innovation mediates the relationship between lean production and financial performance only.

Research limitations/implications

The study is limited to firms from Ghana, a developing country; hence, the results cannot be imported to reflect other geographical contexts.

Practical implications

The results of the study provide sufficient justifications for managers, (especially Ghanaian managers and those from other similar environs) to commit their financial resources towards implementing lean production and internal green practices so as to achieve sustainability excellence.

Originality/value

This study magnifies and provides new insight on lean and green literature by developing a comprehensive research model that concurrently tests the direct and indirect effects between lean production, internal green practices, green product innovation and sustainable performance dimensions.

Details

International Journal of Lean Six Sigma, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2040-4166

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Article
Publication date: 1 December 2020

Charanjit Singh, Davinder Singh and Jaimal Singh Khamba

Lean and green strategies are good options to increase the environmental and operational performance of manufacturing industries. The purpose of this paper is to identify…

Abstract

Purpose

Lean and green strategies are good options to increase the environmental and operational performance of manufacturing industries. The purpose of this paper is to identify the critical success factors (CSFs) to implement green lean practices (GLPs) in manufacturing industries through the review of the literature and to develop a conceptual model after analysing the fundamental facilitating factors by using ISM-MICMAC approach.

Design/methodology/approach

The methodology consists of identifying 12 critical success factors (CSFs) for the green lean implementation by reviewing the relevant available literature. The views of eight experts are valued for inter-relationships of these factors. ISM-MICMAC approach is used for analysing the relations between factors and to develop a conceptual model for green lean implementation.

Findings

Twelve CSFs are identified through a review of the literature to adopt GLPs in manufacturing industries. This paper has established the relationships among 12 identified CSFs using the ISM methodology. This paper analyses the dependence power and the driving power of identified CSFs with the help of MICMAC analysis. “Top management commitment” and “Government support” are the most significant CSFs implement GLPs successfully.

Research limitations/implications

The ISM model presented in this study is based on expert opinions. But expert opinions may be biased as these are based on their own judgements. However, the proposed ISM based model needs statistically validations. The ISM model in the present study may be tested in real-world situations of manufacturing industries where results obtained may be different.

Practical implications

This study may provide a useful input for academicians and managers of industries to differentiate between independent and dependent CSFs and their mutual relationships which would help them to focus on those key CSFs that are most significant to implement GLPs.

Originality/value

A conceptual ISM model of identified CSFs shows the different levels of these CSFs. This model may help the manufacturer to implement the green-lean strategies. It may also support policymakers towards adopting GLPs. Arranging CSFs in a hierarchy and to categorise the CSFs into different levels with the help of ISM-MICMAC is an exclusive effort in the area of green lean engagement.

Details

Journal of Science and Technology Policy Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2053-4620

Keywords

Content available
Article
Publication date: 24 August 2020

Manori Pathmalatha Kovilage

The key objectives of this study were to investigate the interactions among the lean, green management practices and organizational sustainable performance measures and

Abstract

Purpose

The key objectives of this study were to investigate the interactions among the lean, green management practices and organizational sustainable performance measures and explore the possibility of simultaneous implementation of these concepts for improving the organizational sustainable performance.

Design/methodology/approach

Using the interpretive structural modeling (ISM) technique, the interactions among the lean, green practices and organizational sustainable performance measures were established. A focus group which consisted of purposively selected 15 experts was utilized in the primary data collection.

Findings

In Sri Lankan context, water and material consumption reduction, energy efficiency, water pollution and greenhouse gas reduction were identified as the dominant green practices, while pull production, lot size reduction, continuous improvement, preventive maintenance, employee involvement and cycle time reduction were the dominant lean practices. Inventory level, profitability, quality, cost, employee satisfaction, customer satisfaction, lead time, resources consumption (material, water, energy) and waste generation were determined as the dominant sustainable performance measures. The resulting ISM-based structural model which consisted of eight levels concluded that firstly lean practices influence the green practices and afterward green practices affect the sustainable performance measures.

Research limitations/implications

The aim of this study was to develop a hypothetical structural model to explain the interactions among the lean, green management practices and organizational sustainable performance measures. But this hypothetical model was not empirically tested in the current study. So further study is required to empirically test the proposed model.

Practical implications

Currently organizations who practice for sustainable performance engages, lean and green practices separately without understanding on which practices are stared when and how. So, through the findings of this study, organization who desire to improve the sustainable performance are recommended to begin the journey with lean practices and subsequently move in to green and handle both lean and green initiatives through one functional unit.

Originality/value

The existing literature does not possess a model for explaining the leangreen synergy and organizational sustainable performance and this study successfully fills this gap. Also the study proposes for the practitioners, when and how the lean and green practices should be initiated and implemented for rising the sustainable performance of an organization.

Details

Journal of Asian Business and Economic Studies, vol. 28 no. 2
Type: Research Article
ISSN: 2515-964X

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Article
Publication date: 3 August 2020

Lokpriya Gaikwad and Vivek Sunnapwar

This article aims to explore synergies between Lean, Green and Six Sigma practices in order to propose an integrated LGSS framework for continuous and incremental…

Abstract

Purpose

This article aims to explore synergies between Lean, Green and Six Sigma practices in order to propose an integrated LGSS framework for continuous and incremental improvement in the Indian manufacturing industries. The three-dimensional LGSS framework seeks to provide various combinations and support operational, financial, environmental and social needs.

Design/methodology/approach

In the research method, first, the current problems faced by Indian manufacturing industries are considered and proposition of a conceptual framework that qualitatively integrates synergistic aspects of Lean, Green and Six Sigma practices, and second, the framework is checked by a survey taken from 203 Indian firms by using SPSS-AMOS.

Findings

The hypothesized result suggests that the positive impact of integrated practices on firm performance in terms of operational, financial, social and environmental outcomes. It also provides a systemic and holistic approach to problem-solving through constant and incremental enhancement in the manufacturing sector.

Research limitations/implications

In this research, only Indian manufacturing industries have been studied but can be extending into different geographical areas and sectors. Future research is also possible for different behavior and characteristics of companies that can lead to recommending strategies on how companies can improve performance. Most importantly, future research can try to understand which specific practice can contribute to competitive advantage and business success.

Practical implications

Manufacturing firms that want to improve environmental sustainability should implement integrated LGSS practices into their supply chain. The set of combined practices improves operational, social, economical and environmental benefits.

Social implications

The research presents an integrated approach of LSS for the manufacturing industry which leads their business processes to achieve economic sustainability through continuous growth and improved operational efficiency. Manufacturing industries result in outcomes like reduced cost, lead time, improved quality, sustainable market position, profitability, customer satisfaction, etc.

Originality/value

This research is different from previous studies because it integrates Lean, Green and Six Sigma practices into a unique framework that fulfills a specific need of the Indian manufacturing sector that guides operational, social, environmental and financial issues in Indian industries.

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Article
Publication date: 5 November 2020

Shaad Ahmad, Ahmad Abdullah and Faisal Talib

In a globalized environment, small and medium enterprises (SMEs) are facing formidable challenges. Not only do they have to keep up their profitability, but there is also…

Abstract

Purpose

In a globalized environment, small and medium enterprises (SMEs) are facing formidable challenges. Not only do they have to keep up their profitability, but there is also a pressure from various stakeholders to add to their environmental and quality performance .The solution obviously lies in continuously adopting and improving upon lean-green practices in their operations. This work aims at identifying, classifying and building up a duly tested robust ranked-order model of such “enablers”, related to lean-green practices, that puts them (the enablers) in an order of being the most significant to being the least significant further to be accorded the same or similar weight in strategy formulation and implementation stage by Indian SMEs for enhancing their overall organizational performance.

Design/methodology/approach

The study identifies 20 enablers (12 lean and 08 green manufacturing enablers) through extensive literature review and experts' opinion survey and classifies them into three main categories. The ranking and significance of each of the main and subcategory enablers is evaluated according to its weight which is determined by the best-worst method (BWM) approach, one of the novel multi-criteria decision-making (MCDM) methods. Further, the results have been drawn after running accuracy check of the rankings (based upon optimal weights) and testing the robustness of the ranked-order model through sensitivity analysis.

Findings

The results of this study reveal that out of the three main category enablers, “operational performance enablers (E1)” and “quality performance enablers (E3)” are the most and the least significant enablers, while in the group of 20 subcategory enablers, “Kaizen (E17)” and “environment emission control (E28)” are the most and the least significant subcategory enablers, respectively.

Practical implications

The prioritization model or ranked-order model of the lean-green manufacturing enablers proposed through this study may serve as a standard model to managers to help them decide and allocate their efforts and resources accordingly in managing their operations. This will also help them adopt high-ranking lean-green manufacturing enablers in their firms and benchmark and standardize their existing practices accordingly, leading to greater competitive advantage.

Originality/value

The study identifies various green-lean manufacturing enablers in SMEs, classifies them into three main categories and ranks them using BWM approach. The findings of this study should be extremely relevant to managers, manufacturing engineers and practitioners in Indian SMEs from the perspective of developing deeper appreciation of these enablers as per their relative ranked importance to further formulating an effective and efficient strategy for their implementation resulting in optimal results.

Details

Benchmarking: An International Journal, vol. 28 no. 2
Type: Research Article
ISSN: 1463-5771

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Article
Publication date: 2 July 2020

Charanjit Singh, Davinder Singh and J.S. Khamba

Green Lean concepts offer methods for managing manufacturing organizations with the goal of improving organizational performance. Green Lean practices are good options to…

Abstract

Purpose

Green Lean concepts offer methods for managing manufacturing organizations with the goal of improving organizational performance. Green Lean practices are good options to increase the environmental and operational performance of manufacturing industries. However, there are some barriers to implement Green Lean in manufacturing industries. This paper aims to identify these barriers by reviewing the literature and analyze inter-relationships amongst selected barriers.

Design/methodology/approach

This paper deals with the identification of barriers to the adoption of Green Lean practices in manufacturing industries. Using the DEMATEL approach and using the insights of experts, a cause and effect relationship diagram was generated through which the effect of barriers was analyzed.

Findings

Twelve barriers were categorized in terms of cause and effect, and the interrelationships of barriers were also analyzed. Threshold value is calculated as 0.134 and the values lower than a were eliminated to obtain the digraph. “Resistance to change,” “lack of top management commitment” and “lack of training to employees” are the most prominent barriers on the basis of their prominent score.

Research limitations/implications

Analysis in the research is highly dependent on expert judgments and opinions may be biased. However, the initial matrix obtained from the experts is hindered by the ambiguity about some relationships. But this can be improved by using fuzzy and grey set theories. The barriers used for the analysis are not from a specific type of manufacturing industry.

Practical implications

The findings will help the manufacturing organizations to simplify the most important barriers, the least significant barriers and the relationships between these barriers. This Berlin knowledge will enable administrators to increase awareness of the barriers in Green Lean implementation. “The top management commitment” and “government support” are most important for the removal of barriers to Green Lean strategies.

Originality/value

Very few scholars have used the DEMATEL approach to examine the sequence of the barriers to Green Lean implementation. The present study attempts to incorporate the DEMATEL model to assess the sequence of barriers to the implementation of Green Lean. This study investigates the degree of influence of barriers on each other and categorizes the barriers into cause and effect groups. This study is also intended to pave the way for future research in the path of the elimination of barriers to Green Lean strategies.

Details

Journal of Manufacturing Technology Management, vol. 32 no. 1
Type: Research Article
ISSN: 1741-038X

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Article
Publication date: 4 February 2020

Lokpriya Gaikwad and Vivek Sunnapwar

The purpose of this paper is to present a systematic literature review and its analysis concerning a possible framework, compatibility, drivers and barriers for…

Abstract

Purpose

The purpose of this paper is to present a systematic literature review and its analysis concerning a possible framework, compatibility, drivers and barriers for integrating three manufacturing strategies – Lean, Green and Six Sigma. In particular, analyzing current proposals and identifying the literature gaps in the existing literature from which future research directions and challenges have been suggested for developing a specific integrated framework for the Indian manufacturing industry.

Design/methodology/approach

This study explores manufacturing strategic area in depth through literature review, which will point out to the better understanding of the compatibility and impact of these initiatives through the conceptual framework, on the performance of the manufacturing organization.

Findings

The review of shortlisted articles indicates that Lean, Green and Six Sigma (LGSS) strategies help the manufacturing organizations to compete in global markets through the impact of a sustainability strategy for their business. Various researchers provide evidence of challenges like cost reduction, quality improvement, on-time delivery, changing needs of the customers and scarce resources that can be overcome through these strategies to achieve overall business objectives.

Research limitations/implications

In this research, only works of literature related to LGSS and sustainability have been studied so information related to linking between these strategies in manufacturing industries is limited.

Practical implications

Help the manufacturing practitioners to deploy three strategies simultaneously in an environment when the linking among LGSS methods in manufacturing industries has not been established. Hence simultaneous deployment of these three strategies helps the organization to boost its operational and environmental performance.

Social implications

The strategies, LGSS, will be adopted in the operational management to reduce both waste and pollution which will definitely help to society. It will highlight the need for cost effective and easy to implement solutions as well as brand building, which is one of the top incentives for LGSS, highlighting the importance of public perception of how companies operate.

Originality/value

An integrated framework of the LGSS will help the Indian manufacturing industries to improve performance and competitiveness in the global market.

Details

The TQM Journal, vol. 32 no. 2
Type: Research Article
ISSN: 1754-2731

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Article
Publication date: 6 December 2019

T.P.W.S.I. Pandithawatta, N. Zainudeen and C.S.R. Perera

Construction industry hesitates to associate Green concepts on building projects mainly due to its high initial investment cost. Even if it is economical in the long run…

Abstract

Purpose

Construction industry hesitates to associate Green concepts on building projects mainly due to its high initial investment cost. Even if it is economical in the long run, often the benefits are suppressed with the costs generated through non-value-adding activities in the construction process. Lean construction principles have proved to eliminate such waste while enhancing the construction process. Thus, the purpose of this paper is to explore the applicability of the integration of Lean and Green concepts in the construction industry.

Design/methodology/approach

The fundamental principles of both Lean and Green construction were evaluated through an extensive literature survey. A qualitative approach was adopted, and thus, based on the literature findings, expert interviews were conducted with professionals having experience in both Green and Lean concepts. Furthermore, the findings were validated through experts to analyse the adaptability of the integration. Content analysis technique was utilised with NVivo software programme to analyse the findings.

Findings

The integration of the Green concept was found to alter the traditional application of Lean concept, considering the social and environmental aspects without limiting to economic considerations. The study revealed that the perception of the Sri Lankan stakeholders towards the application of integrated Lean-Green concept is focussed on a positive direction. As a result, the identified enablers to implementing the integrated concept supersede the barriers by confirming the appropriateness of the application in the local construction industry.

Originality/value

A framework was developed through the findings to guide the implementation of integrated Lean-Green application in Sri Lankan context.

Details

Built Environment Project and Asset Management, vol. 10 no. 2
Type: Research Article
ISSN: 2044-124X

Keywords

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