Exploring lean manufacturing impact on sustainable performance in automotive companies in Brazil

Purpose 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. Design/methodology/approach 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. Findings 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. Originality/value 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.