Read the text below and then answer to the question by the end in 75 words, be succinct

Driven by current climate change discussions, many companies find themselves facing increased pressure from customers to do business in an environmentally responsible manner (Simons and Mason, 2003). For examples, the Japanese printer manufacturer Kyocera designs printers that cost less to use and have fewer parts to replace (Gordon, 2001), Boeing reduces the amount of protective cardboard and bubble wrapping used for storage and material handling of its 747 wings (Franchetti et al., 2009), Compaq designs its headquarters in Houston, Texas with skylights to reduce electricity use (Gordon, 2001), the United Kingdoms (UK) Royal Mail as well as UPS operate a more sustainable alternative fuel vehicle fleet (CMI, 2009; KPMG, 2011), Sony Corporation recycles sludge to make cement (Gordon, 2001), and crisp manufacturer Walkers UK puts a policy in place under which the company engages in reusing and recycling activities so that ultimately zero waste is sent to landfill (PepsiCo, 2011). These cases are only a few examples of Green initiatives around the world. Many senior executives realise the challenges in rethinking their companys approach towards environmental friendliness. The hesitation towards the implementation of Green practices is fuelled by the fact that there is confusion about what Green actually is and that there are only very few independent models, regulations or best practices in place that support the implementation (Bergmiller and McCright, 2009a). The overall aim of this research is to identify potential areas in which companies can integrate Green into current business practices. To determine the best Lean and Green integration, it is necessary to understand the distinguishing attributes of the two paradigms. The overlap of Lean and Green paradigm is constituted in the following common attributes: waste and waste reduction techniques, people and organisation, lead time reduction, supply chain relationship, KPI: service level and they also share common tools and practices. The applied literature analysis identifies that Lean not only serves as a catalyst but is also synergistic for Green. This means that Lean is beneficial for Green practices and the implementation of Green practices in turn also has positive influence on existing business practices. The differences of the Lean and Green paradigm lie in: their focus, what is considered as waste, the customer, product design and manufacturing strategy, end of product-life management, KPIs, the dominant cost, the principal tool used and certain practices as, for example, the replenishment frequency. The analysis of the differences shows the areas in which Lean and Green supply chain practices do not connect yet. However, it is also recognised that for these attributes it is also not impossible to combine Lean and Green practices. The research findings indicate that a Lean environment serves as a catalyst to facilitate Green implementation. The integration of Lean and Green practices will bring benefits to companies and introducing Green as the new Lean is no longer a strong and unsupported statement. It is rather undeniable that the ultimate Lean will be Green.

1. After reflecting on both Lean and Green manufacturing in their paper, the authors state driven by climate change discussions, firms are now finding themselves facing increasing pressure from consumers to do business in an environmentally responsible manner. How does this come into play with Lean and Green?