The main objective of the study; is to analyze the relationships that connect the main variables: Lean management practices and Gemba practices on the dependent variable sustainable performance, through the Lean Leadership as an intermediate variable. The research follows a descriptive research design. A simple random technique was used to obtain (30) respondents; (15) management personnel and (15) employees acquainted. The questionnaire consists of (56) statements distributed in (4) sections; each section consisted of (14) statements. The data analysis process incorporated the use of software such as SPSS and SmartPLS. Partial least squares structural equation modelling (PLS-SEM) is used to test the hypotheses of the research model. PLS regression will enable the mapping of the direct and mediating effect between the variables. The findings revealed that: the Gemba Practices, Lean Leadership and Lean Management Practices can explain 39.4% of the variance in Sustainability Performance. there is a medium effect size of Gemba Practices (0.238) on the Sustainability Performance. Likewise, the findings reveal that there is a small effect size of Gemba Practices and Lean Management Practices on the Lean Leadership with values of 0.075 and 0.094 respectively. In addition, the findings reveal that there is a small effect of Lean Leadership on Sustainability Performance construct with value of 0.046, and no effect of Lean Management Practices on Sustainability Performance.