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Article
Publication date: 23 June 2023

Tinotenda Machingura, Olufemi Adetunji and Catherine Maware

This research aims to examine the complementary impact of Lean Manufacturing (LM) and Green Manufacturing (GM) on operational and environmental performance.

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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.

Details

International Journal of Quality & Reliability Management, vol. 41 no. 2
Type: Research Article
ISSN: 0265-671X

Keywords

Available. Open Access. Open Access
Article
Publication date: 25 September 2024

Tinotenda Machingura, Olufemi Adetunji, Ashleigh Tatenda Muyavu and Catherine Maware

This research seeks to explore the interrelationships between human lean practices (HLP) and their impact on the business performance of service industries.

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Abstract

Purpose

This research seeks to explore the interrelationships between human lean practices (HLP) and their impact on the business performance of service industries.

Design/methodology/approach

A questionnaire was used to collect data from the service industries in Zimbabwe, and 260 valid responses were obtained. The questionnaire was analyzed using structural equation modeling (SEM) in SmartPLS.

Findings

Both the managerial human lean practices (MHLP) and employee human lean practices (EHLP) were found to positively impact business performance. Also, the MHLP had a positive relationship with EHLP.

Research limitations/implications

The research focused on Zimbabwe’s service industry; hence, the results may not be readily adopted by other industries and countries without further investigations.

Practical implications

The improvement in business performance is centered on the activities of humans, both the employees and managers. Therefore, organizations should invest more in human resources to enhance their performance.

Originality/value

Lean manufacturing (LM) is well known for its adoption in the manufacturing industry; thus, extending it to other sectors requires further research. Although a few studies have investigated the effect of adopting Lean in the service sector, they did not explore the relationship between MHLP and EHLP and the importance of such a relationship toward improved business performance.

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