Lean∼Green enhancing sustainable construction: from fragmented practices to simultaneous approaches

Purpose The construction industry faces persistent challenges related to low productivity, high operational variability, and significant environmental impacts. In this context, lean construction (LC) and green construction (GC) approaches emerge as strategies capable of reconciling operational efficiency and sustainability. Despite recent advances, a scientific and applied gap persists, reflected in the absence of empirically grounded models to guide the coordinated application of these approaches and in the limited evidence of effective LC and GC integration in construction projects, which often occur only in parallel (Lean∼Green). To address this gap, this study proposes a framework with guidelines to support the integrated use of LC and GC in the construction industry. Design/methodology/approach A multiple case study methodology was adopted, encompassing six industrial logistics construction projects in Brazil with different levels of Lean and Green maturity. Data were collected through semi-structured interviews, on-site observations and document analysis, enabling systematic triangulation of evidence. A comparative cross-case analysis was conducted between Lean∼Green projects, exclusively Lean projects and conventional projects (without a formal approach), examining differences in operational, environmental and organizational performance. Findings The results indicate that Lean∼Green projects achieve more balanced and consistent performance across quality, safety and environmental dimensions, even in the absence of formal consolidation between LC and GC. Clear synergies were observed in waste reduction, process traceability and environmental performance. Lean-only projects exhibited relevant operational improvements but more limited environmental outcomes, while conventional projects showed lower and more variable performance. The findings also suggest that the observed improvements are associated with progressive organizational alignment of planning, indicators and governance mechanisms that support the joint management of operational and environmental objectives. Originality/value This study advances the Lean∼Green literature by providing comparative empirical evidence from multiple projects with different maturity levels and by proposing an organized framework that operationalizes Lean∼Green integration into a structured and practice-oriented implementation pathway. The results suggest that Lean∼Green can be understood as an evolutionary stage in sustainable construction management, in which efficiency and environmental performance progressively converge through organizational coordination mechanisms. The framework offers a practice-oriented pathway for organizations seeking to enhance competitiveness, transparency and environmental performance in construction projects.