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74with a Green perspective. In addition, companies can use maturity models to describe how well these methods are implemented and to include Green criteria as part of the assessment. This makes development paths measurable and ensures that the operational anchoring of sustainability is tracked just as systematically as productivity or quality improvements.6. Culture and responsibility: Involving everyonePe r ha p s t h e m o s t i m p o r t a nt synergy between Lean and Green lies in culture. Lean philosophy emphasizes that responsibility should be anchored as close as possible to the value-creating process. Employees are empowered to take ownership of their work and continuously improve it.Applied to sustainability, this means that everyone becomes part of the transformation – not just specialized sustainability managers. This broad involvement is essential because the biggest levers for sustainability lie in the core business: what products are developed, how they are manufactured, where materials are sourced, and what services are offered. These decisions cannot be made by staff functions alone – they require cross-functional ownership.Tr aining plays a centr al role. Companies that align Lean and Green qualification programs create a shared mindset, enabling employees to see synergies and contribute actively. When employees realize that their daily improvements not only save costs but also benefit the environment, motivation increases significantly.7. Lean and Green: Reinforcing each otherInterestingly, the relationship works both ways. Sustainability goals can also drive Lean. Looking at processes “through a green lens” often reveals improvement potential that remained hidden before.Take packaging as an example. By aiming to reduce environmental impact, companies often discover simpler, less material-intensive solutions that also save handling costs and improve logistics efficiency. Similarly, employee motivation often rises when improvements are linked to environmental or social benefits, rather than purely financial ones.O f c our s e, there c an als o b e conflicts. The Lean principle of just-intime delivery reduces inventory but may increase transport frequency – which can raise emissions. Such trade