Lean and Green

2013 ◽  
pp. 37-62
Keyword(s):  
Lean And Green

Lean and Green?: Wie kann der Einkauf die Nachhaltigkeit im Krankenhaus unterstützen?

2019 ◽  
Vol 01 (04) ◽  
pp. 40-42
Author(s):  
Jörg Schlüchtermann ◽  
Franziska Bächer
Keyword(s):  
Lean And Green

Auch Kliniken müssen sich schrittweise zu nachhaltigen Unternehmen wandeln. Im Klinikeinkauf sind Ökologie und Wirtschaftlichkeit heute oft keine Gegensätze mehr. Mit einer verkleinerten Produktpalette und reduziertem Lieferantenportfolio lassen sich Emissionen und Kosten senken. Gerade in der langfristigen Perspektive ergeben sich interessante Weiterentwicklungsmöglichkeiten, Nachhaltigkeit zu einem Wettbewerbsfaktor zu machen.

scholarly journals Industry 4.0 Maturity Model Assessing Environmental Attributes of Manufacturing Company

2021 ◽  
Vol 11 (11) ◽  
pp. 5151
Author(s):  
Michal Zoubek ◽  
Peter Poor ◽  
Tomas Broum ◽  
Josef Basl ◽  
Michal Simon
Keyword(s):  
Industry 4.0 ◽  
Industrial Revolution ◽  
Cost Savings ◽  
Pollutant Emissions ◽  
Value Stream Mapping ◽  
Maturity Model ◽  
Value Stream ◽  
Environmental Attributes ◽  
Lean And Green ◽  
Environmentally Responsible Manufacturing

The primary purpose of this article is to present a maturity model dealing with environmental manufacturing processes in a company. According to some authors, Industry 4.0 is based on characteristics that have already been the focus of “lean and green” concepts. The goal of the article was to move from resource consumption, pollutant emissions, and more extensive manufacturing towards environmentally responsible manufacturing (ERM). Using environmental materials and methods reduces energy consumption, which generates cost savings and higher profits. Here, value stream mapping (VSM) was applied to identify core processes with environmental potential. This paper provides an understanding of the role of environmental manufacturing in the era of the Fourth Industrial Revolution.

scholarly journals PENGELOLAAN PRODUKSI MENGGUNAKAN PENDEKATAN LEAN AND GREEN UNTUK MENUJU INDUSTRI BATIK YANG BERKELANJUTAN (STUDI KASUS DI UKM BATIK PUSPA KENCANA)

2013 ◽  
Vol 8 (1) ◽  
Author(s):  
Dyah Ika Rinawati ◽  
Diana Puspita Sari ◽  
Susatyo Nugroho W.P. ◽  
Fatrin Muljadi ◽  
Septiana Puji Lestari
Keyword(s):  
Lean And Green

Could lean and green be the driver to integrate business improvement throughout the organisation?

2018 ◽  
Vol 67 (1) ◽  
pp. 207-219 ◽  
Author(s):  
Lara Chaplin ◽  
Simon T.J. O’Rourke
Keyword(s):  
Case Studies ◽  
Large Scale ◽  
Participant Observation ◽  
Integrated Approach ◽  
Thick Description ◽  
Content Type ◽  
Main Research ◽  
Lean And Green ◽  
Multiple Case ◽  
Multiple Case Studies

Purpose It seems to be the consensus (Zhang et al., 2012; George et al., 2003; Arumugam et al., 2013) that Lean Six Sigma (LSS) has become a beneficial improvement initiative used in a variety of industries. There is a move towards integrating any high-level business improvement methods holistically throughout the whole organisation. Indeed, Hoerl (2014) explored the idea that when using LSS for business improvement, the programme should engage the whole organisation in much the same way as the financial function is present throughout each department. The purpose of this paper is to posit that using the lean and green agenda may be the driver to achieve integration. Design/methodology/approach The research adopted a subjective ontological perspective with the researcher using participant observation as the main research instrument. Denzin and Lincoln (2005) note that it is now common for scholars to argue that the only relevant data are those based upon the personal experience of the researcher; this served as an informing foundation for the approach for the exploration of the topic. Based on multiple case studies, chosen because they operate in different sectors, the paper adopted an extended case method (Burawoy, 1998) to analyse and gather the research. The organisations were chosen because they both were at a similar stage in their continuous improvement (CI) journey. The main reasoning behind the selection of the two different organisations is to reach “Thick Description” (Geertz, 1973, p. 3, 2001). Findings The findings suggest that there are still significant benefits of implementing a large-scale lean agenda in particular when using an LSS methodology. The paper finds that there are also significant gaps in achieving full integration within the organisation and argues that lean and CI are still the remit of the operations manager. The document goes on to argue that if the CI initiative is driven by the corporate social responsibility (CSR) plan, then any lean/lean green implementation will enable the company to drive CI integration with all stakeholders. Research limitations/implications The research has implications for those responsible for the CSR function within the organisation and the operations manager who is charged with implementing any lean/lean and green CI. Practical implications The paper argues that the lean and green agenda can drive integration of any CI activity throughout the organisation and suggests that the way this can be achieved is any CI activity that is included in the wider CSR plan. Social implications This paper contributes to the “lean and green” agenda and offers a solution for the problem of integrating LSS activities throughout the whole organisation by placing CI and LSS within the CSR remit. Originality/value There is little consensus how this holistic integrated approach should be implemented by the company. This research uses multiple case studies to critically examine the application of LSS as an improvement programme within two large UK-based organisations, each company operating in very different industry sectors to identify the benefits of LSS but also the missed “green/societal” opportunities and argues that if any lean and lean and green agenda is to be holistically adopted, then any CI activity should be driven by the CSR department.

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