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Organizations are faced with increasing pressure to engage in sustainable development. There is an ongoing discussion on how to incorporate green thinking into lean management systems. This study aims to investigate configurations of lean and green supply chain management (GSCM) practices associated with high environmental performance.

The study uses survey data from a sample of Portuguese manufacturing firms and apply fuzzy-set qualitative comparative analysis to examine the data. This configurational technique allows to capture the synergetic effect of lean and GSCM practices and identify distinct combinations leading to the outcome of interest.

Seven configurations of lean and green practices are associated with high environmental performance. The implementation of lean practices is required in all configurations. Analysis of alternative combinations reveals trade-offs between lean initiatives and environmental goals. Four configurations require low level of implementation of pull production. In one configuration, high environmental performance is achieved with low implementation of statistical process control and without lean employee involvement.

This study expands the literature on lean management by identifying different strategies to integrate lean and GSCM practices to achieve high environmental performance.

The findings suggest different strategies to achieve high environmental performance. Managers need to selectively implement lean and green supply chain practices to achieve the desired combinatorial effect, which may require not to implement specific lean practices.

The study demonstrates the synergetic effects of lean and green practices on environmental performance using a configurational perspective. In addition, it identifies combinations that require a low level of implementation of specific lean practices.

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.

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.

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.

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.

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.

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.

The purpose of this paper is to analyze gaps and trends, as well suggest approaches and methodologies that should be addressed by future studies for implementing the lean and green management in the agri-food sector.

Based on a sample with 117 papers, this paper presents a systematic review on the integration of lean and green in the agri-food sector.

Key findings indicate that research on lean and green topics has increased in recent years, an important gap in the integration of lean and green in the agri-food sector has been identified. Two paths that remain open for further research are detected: the lack of theoretical, prescriptive and quantitative research and the possibility of integrating the two most used tools of lean (i.e. value stream mapping) and green (i.e. life-cycle assessment).

This study does not only advance the theoretical knowledge of the lean and green field, but it is also beneficial for agri-food companies who aim to effectively deploy lean and green in their processes in order to improve both operational and environmental performances.

No other industry matches in such a complete way the agri-food industry’s challenge of sustainability that is due to the amount of resources it consumes and its interrelatedness with the well-being of humanity.

There are separate streams of established research on lean and green management in the agri-food sector, yet very few authors have addressed the intersection of these strategic initiatives.

The purpose of this paper is to propose a balanced scorecard (BSC)- and strategy map-based quantitative framework for assessing the lean and green performance of the supply chain (SC). As the SC competitiveness demands efficient and effective utilization of resources throughout the value chain, not only adoption of lean and green SC paradigms but simultaneously its performance evaluation is also vital.

The lean and green SC performance measures are classified into four categories of BSC. A fuzzy decision-making trial and evaluation laboratory (DEMATEL) methodology combined with analytical network process is proposed for examining the causal relationships between BSC perspectives and respective assessment criteria. The application of the proposed assessment framework is demonstrated for the case of Indian textile SC.

The research delivers a quantitative assessment framework for evaluating lean and green performance of the SC. The results obtained for a typical case of Indian textile SC revealed that “delivery performance,” “profitability” and “operational cost” are the most crucial performance measures. The perspective of “internal processes” is the most significant of all BSC perspectives while “learning and growth” perspective acts as the driving force to improve lean and green SC performance.

The paper makes two contributions in the domain of lean and green assessment of SC performance. First, it proposes an evaluation framework to investigate into the causal relationships among the BSC perspectives and related factors. Second, it undertakes an empirical investigation for Indian textile SC to develop key managerial insights and provide policy-related recommendations.

The purpose of this paper is to examine the relationship among green, lean, and global supply chain strategies as found in the literature, with emphasis on the concurrent implementation of these three strategic initiatives, in order to develop a research agenda to guide theoretically based future research that informs managerial decision making.

An extensive literature review is conducted to examine research and practice with respect to the concurrent implementation of green, lean, and global supply chain strategies.

An in‐depth examination of the literature revealed drivers, barriers, converging, and contradictory points across the three supply chain strategies. Future research opportunities fall into four major themes: the need for theoretically grounded research, the need for a multi‐functional approach, the need for a systems approach that adds strategic insight, and the need for integrated measurement application. Managerial aspects are highlighted in the discussion of the metrics across the three strategic interfaces and integrated life cycle management is suggested as a framework for measurement application across the three supply chain strategies.

Separate literature streams have arisen to address issues in green, lean, and global supply chain management, but research has largely neglected the intersection of these three strategies practiced by multinational organizations. The current research synthesizes the literature addressing the intersections of green, lean, and global supply chain management, and suggests a research agenda to redress gaps in the literature.

It seems to be the consensus (Zhang et al., 2012; George et al., 2003; Arumugam et al., 2013) that Lean Six Sigma (LSS) has become a beneficial improvement initiative used in a variety of industries. There is a move towards integrating any high-level business improvement methods holistically throughout the whole organisation. Indeed, Hoerl (2014) explored the idea that when using LSS for business improvement, the programme should engage the whole organisation in much the same way as the financial function is present throughout each department. The purpose of this paper is to posit that using the lean and green agenda may be the driver to achieve integration.

The research adopted a subjective ontological perspective with the researcher using participant observation as the main research instrument. Denzin and Lincoln (2005) note that it is now common for scholars to argue that the only relevant data are those based upon the personal experience of the researcher; this served as an informing foundation for the approach for the exploration of the topic. Based on multiple case studies, chosen because they operate in different sectors, the paper adopted an extended case method (Burawoy, 1998) to analyse and gather the research. The organisations were chosen because they both were at a similar stage in their continuous improvement (CI) journey. The main reasoning behind the selection of the two different organisations is to reach “Thick Description” (Geertz, 1973, p. 3, 2001).

The findings suggest that there are still significant benefits of implementing a large-scale lean agenda in particular when using an LSS methodology. The paper finds that there are also significant gaps in achieving full integration within the organisation and argues that lean and CI are still the remit of the operations manager. The document goes on to argue that if the CI initiative is driven by the corporate social responsibility (CSR) plan, then any lean/lean green implementation will enable the company to drive CI integration with all stakeholders.

The research has implications for those responsible for the CSR function within the organisation and the operations manager who is charged with implementing any lean/lean and green CI.

The paper argues that the lean and green agenda can drive integration of any CI activity throughout the organisation and suggests that the way this can be achieved is any CI activity that is included in the wider CSR plan.

This paper contributes to the “lean and green” agenda and offers a solution for the problem of integrating LSS activities throughout the whole organisation by placing CI and LSS within the CSR remit.

There is little consensus how this holistic integrated approach should be implemented by the company. This research uses multiple case studies to critically examine the application of LSS as an improvement programme within two large UK-based organisations, each company operating in very different industry sectors to identify the benefits of LSS but also the missed “green/societal” opportunities and argues that if any lean and lean and green agenda is to be holistically adopted, then any CI activity should be driven by the CSR department.

The purpose of this research work is to propose an assessment framework to evaluate businesses in terms of the implementation of a green and lean organization’s supply chain.

A conceptual framework was developed for the assessment of green and lean implementation. The framework was designed using key criteria to identify green and lean initiatives. This led to the development of guidelines for each criterion, and the development of a scoring method. A multiple case study of five different organizations in the automotive industry was conducted to validate the conceptual framework.

The study reveals that high scores are derived from a good interaction between green and lean implementation in these companies. The results confirm that the initiatives considered in the conceptual framework were appropriate to represent the green and lean assessment framework.

The case study was developed in five organizations. Validation of the model is not based on quantitative techniques. The sample size is too small. More study is need in different industry sectors.

The proposed model can be the basis for further research on green and lean concepts, contributing to the understanding of green and lean implementation. With this assessment method, managers can evaluate their business in relation to the implementation of green and lean supply chain initiatives.

To the author’s knowledge, this paper is the first to provide an assessment framework to evaluate an organization’s supply chain in terms of green and lean implementation.

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.

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.

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.

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.

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.

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.

The academic literature and research lines exploring the effect of quality improvement methods on environmental performance still remain in early stages. The purpose of this paper is therefore to investigate, through a systematic review of the existing academic literature, the environmental (green) impact of using quality and operations improvement methods such as Lean, Six Sigma and Lean Six Sigma. This includes the impact on energy saving and the usage of natural resources.

This study follows a systematic literature review approach through which it analyses research papers published in top 16 operations and quality management journals. No specific time frame was established, but a set of keywords were used to short-list the articles. A sample of 70 articles was finally short-listed and analysed to provide a discussion on environmental concerns related to Lean, Six Sigma and Lean Six Sigma.

The comprehensive review of short-listed articles indicates that both Lean and Six Sigma can be considered effective methods to support the conservation of resources, combat global warming and saving energy. Various scholars provide evidence of this, and as such, organisations should not only consider these methods to manage quality and improve operational performance but also meet environmental regulations. A set of research questions that demands further investigation has also been proposed based on the findings of this research.

This study is limited to a sample of 70 articles collected from top 16 operations and quality management journals. The search of journals is also limited to a set of key words (“Lean”, “Green”, “Six Sigma”, “environment”, “sustainable” and “sustainability”) used to short-list the sample size.

The study shows that organisations can consider the adoption of Lean, Six Sigma and Lean Six Sigma to meet environmental regulations, save costs and also meet quality management standards. This will contribute in helping organisations to formulate more effective and inclusive strategies which do not only consider the quality and operational dimensions but also the environmental dimension.

Literature exploring the environmental/green impact of quality management methods commonly used in industry is limited. There is also a lack of studies aiming to investigate the green impact of Lean and Six Sigma in top operations and quality management journals. The study focusing on investigating the green impact of Lean, Six Sigma and Lean Six Sigma methods altogether is also a research first of its kind.

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.

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.

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.

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.

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.

The existing literature does not possess a model for explaining the lean–green 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.