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

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dc.contributor.author Machingura, Tinotenda
dc.contributor.author Adetunji, Olufemi
dc.contributor.author Maware, Catherine
dc.date.accessioned 2024-03-08T13:20:03Z
dc.date.available 2024-03-08T13:20:03Z
dc.date.issued 2024-01
dc.description.abstract 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. en_US
dc.description.department Industrial and Systems Engineering en_US
dc.description.librarian hj2024 en_US
dc.description.sdg SDG-09: Industry, innovation and infrastructure en_US
dc.description.sponsorship The University of Pretoria. en_US
dc.description.uri https://www.emerald.com/insight/publication/issn/0265-671X en_US
dc.identifier.citation Machingura, T., Adetunji, O. and Maware, C. (2024), "A hierarchical complementary Lean-Green model and its impact on operational performance of manufacturing organisations", International Journal of Quality & Reliability Management, Vol. 41 No. 2, pp. 425-446. https://doi.org/10.1108/IJQRM-03-2022-0115. en_US
dc.identifier.issn 0265-671X
dc.identifier.other 10.1108/IJQRM-03-2022-0115
dc.identifier.uri http://hdl.handle.net/2263/95125
dc.language.iso en en_US
dc.publisher Emerald en_US
dc.rights © 2023, Tinotenda Machingura, Olufemi Adetunji and Catherine Maware License. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. en_US
dc.subject Green manufacturing en_US
dc.subject Lean manufacturing en_US
dc.subject Lean-Green en_US
dc.subject Environmental performance en_US
dc.subject Operational performance en_US
dc.subject Developing countries en_US
dc.subject SDG-09: Industry, innovation and infrastructure en_US
dc.title A hierarchical complementary Lean-Green model and its impact on operational performance of manufacturing organisations en_US
dc.type Article en_US


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