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In response to mounting global concerns about climate change and scarcity of natural resources, manufacturers have been pressured to develop strategies and enhance their sustainability performance. The integration of sustainable lean manufacturing (SLM) during value chain processes could balance environmental, social and economic concerns into their decision-making, which not only ensures responsible practices but also drives efficiency and success. This paper aims to identify, measure and prioritize metrics to develop a performance measurement system that assesses the multi-dimensional performance of SLM.

Strategic decision-making has some conflicting criteria and objectives to be considered simultaneously. The Multi-Criteria Decision Making provides a foundation for selecting, sorting and prioritizing these strategies with the determination of drivers and indicator weight.

The performance model enables the decision-makers to consistently evaluate the level of sustainability through a multidimensional framework, which could support the assessment of the existing sustainability of a manufacturing process and analyze opportunities for improvement. This study divided the performance into five drivers: Quality, Operational, Finance, Environment, Safety and People and selected 17 KPIs for assessing the multi-dimensional performance of SLM organizations. The research results revealed an organization's perspective transition from strategies focused on operational and economic performance to a more sustainable ideal with greater importance for social and environmental directions.

This framework will be facilitated by the selection of the most significant drivers and the development of strategic plans for the successful adoption of sustainable manufacturing. The practices support implementation, pursue competitive advantages and sustain manufacturing, meeting strategic requirements of suitable and lean performance. With the limited resources of the organizations, the framework proposed will guide the priorities and actions to be taken toward the SLM.

In response to strict regulations, high customer pressure, climate change and scarcity of natural resources, manufacturers have reassessed their operation and performance strategies to balance the sustainability and competitiveness needed to pursue a long-term competitive advantage toward an endurable business. The purpose of this paper is to fill the gap between lean and sustainability, analyzing the sustainable lean manufacturing (SLM) effect on performance in the Brazilian automotive sector.

This study divided the performance into Triple Bottom Line (TBL) drivers: Economic, Social and Environmental, and developed six hypotheses for assessing the multidimensional performance of SLM organizations. Empirical data was collected with 127 usable responses, and the models were tested using partial least squares structural equations modeling. The results of this study are valid and adequate models and revealed that environmental, operational and social performance are significantly improved through SLM adoption in Brazilian automotive studies. In addition, analyze the interaction among the TBL’s drivers.

The results revealed positive and direct improvements in economic, social and environmental performance enhanced LM adoption. In addition, the results obtained in this study reveal that social drivers are more sensitive to prejudice due to simultaneous other driver improvements overlapping the workforce.

These findings are beneficial for company leaders and researchers working to improve the organization’s performance in these drivers, especially within companies in developing countries. These results explored different aspects of performance evaluation supporting a holistic view of the organization toward sustainability performance. Also explored different regulations and incentives for automotive companies that comply with specific sustainable goals.