This research explores the integration of Lean Manufacturing (LM) and Green Manufacturing (GM) to reconcile efficiency with environmental sustainability. Although LM emphasizes waste reduction and operational efficiency, it does not inherently account for ecological concerns, while GM promotes environmentally conscious practices often requiring substantial investment and structural change. The integration of these two paradigms poses challenges due to their potentially conflicting goals. In such a context, the paper investigates how companies can mitigate or overcome conflicts between LM and GM by employing a multiple case study approach involving three Italian firms from different sectors. The results reveal that a multidisciplinary, collaborative organizational structure is key to enabling a successful integration. Practices such as cross-functional teams, environmental performance indicators embedded in lean metrics, and tools like Environmental Value Stream Mapping and Green Kaizen Events foster synergistic findings. Furthermore, strategic initiatives, such as sustainability committees, innovation labs, and targeted training, promote cultural change and long-term alignment of business goals with environmental values.