Top > IJAT > How Lean Manufacturing Affects the Creation of Sustainable Val ...

single-au.php

IJAT Vol.11 No.4 pp. 542-551
doi: 10.20965/ijat.2017.p0542
(2017)

Paper:

Views over last 60 days: 1,869

How Lean Manufacturing Affects the Creation of Sustainable Value: An Integrated Model

Barbara Resta*, Stefano Dotti*, Paolo Gaiardelli*,†, and Albachiara Boffelli**

*CELS (Research Group on Industrial Engineering, Logistics and Service Operations), Department of Management,
Information and Production Engineering, Università degli Studi di Bergamo
Viale Marconi 5, Dalmine (BG) 24044, Italy

†Corresponding author

**Department of Management, Information and Production Engineering, Università degli Studi di Bergamo, Dalmine, Italy

Received:
November 7, 2016
Accepted:
June 7, 2017
Online released:
June 29, 2017
Published:
July 5, 2017
Creative Commons License
Keywords:
lean manufacturing, environmental sustainability, social sustainability, economic sustainability, sustainable operations management
Abstract
Lean Manufacturing (LM) has always been intended as a means to improve efficiency by reducing operations costs, but the recent focus on sustainability and its three pillars (economic, environmental, and social) raises new issues. In this paper, a new model that links LM with sustainability is proposed and then refined through a cross-sector multiple case study. The results highlight a need to align lean implementation processes with sustainability strategy to avoid negative impacts that LM could have on the components of sustainability.
Cite this article as:
B. Resta, S. Dotti, P. Gaiardelli, and A. Boffelli, “How Lean Manufacturing Affects the Creation of Sustainable Value: An Integrated Model,” Int. J. Automation Technol., Vol.11 No.4, pp. 542-551, 2017.
Data files:
References
  1. [1] P. R. Kleindorfer, K. Singhal, and L. N. Wassenhove, “Sustainable operations management,” Prod. Operat. Manag., Vol.14, No.4, pp. 482-492, 2005.
  2. [2] P. Hines, M. Holweg, and N. Rich, “Learning to evolve: a review of contemporary lean thinking,” Int. J. Operat. Prod. Manag., Vol.24, No.10, pp. 994-1011, 2004.
  3. [3] L. C. Angell and R. D. Klassen, “Integrating environmental issues into the mainstream: an agenda for research in operations management,” J. Operat. Manag., Vol.17, No.5, pp. 575-598, 1999.
  4. [4] A. A. King and M. J. Lenox, “Lean and green? An empirical examination of the relationship between lean production and environmental performance,” Prod. Operat. Manag., Vol.10, No.3, pp. 244-256, 2001.
  5. [5] G. Fliedner and K. Majeske, “Sustainability: the new lean frontier,” Prod. Invent. Manag. J., Vol.46, No.1, pp. 6-13, 2010.
  6. [6] W. M. Adams, “The Future of Sustainability: Re-Thinking Environment and Development in the Twenty-First Century,” Gland, Switzerland: World Conservation Union, 2006.
  7. [7] G. H. Brundtland, “Our common future: Report of the 1987 World Commission on Environment and Development,” Oslo: United Nations, 1987.
  8. [8] D. F. Drake and S. Spinler, “OM Forum-Sustainable Operations Management: An Enduring Stream or a Passing Fancy?,” Manuf. Serv. Operat. Manag., Vol.15, No.4, pp. 689-700, 2013.
  9. [9] S. Yamada, T. Yamada, S. Bracke, and M. Inoue, “Upgradable design for Sustainable Manufacturer Performance and Profitability and Reduction of Environmental Load,” Int. J. Autom. Technol., Vol.10, No.5, pp. 690-698, 2016.
  10. [10] P. H. Walker, P. S. Seuring, P. J. Sarkis, and P. R. Klassen, “Sustainable operations management: recent trends and future directions,” Int. J. Operat. Prod. Manag., Vol.34, No.5, 2014.
  11. [11] A. Gunasekaran and Z. Irani, “Sustainable Operations Management: design, modelling and analysis,” J. Operat. Res. Soc., Vol.65, No.6, pp. 801-805, 2014.
  12. [12] L. M. Corbett, “Sustainable operations management: A typological approach,” J. Ind. Eng. Manag., Vol.2, No.1, pp. 10-30, 2009.
  13. [13] J. Kurilova-Palisaitiene and E. Sundin, “Challenges and Opportunities of Lean Remanufacturing,” Int. J. Autom. Technol., Vol.8, No.5, pp. 644-652, 2014.
  14. [14] D. Morita and H. Suwa, “An Optimization Method for Critical Chain Scheduling Toward Project Greenality,” Int. J. Autom. Technol., Vol.6, No.3, pp. 331-337, 2012.
  15. [15] Global Reporting Initiative (GRI), “Sustainability Reporting Guidelines on Economic, Environmental, and Social Performance,” Boston: GRI, 2015.
  16. [16] R. Shah and P. T. Ward, “Defining and developing measures of lean production,” J. Operat. Manag., Vol.25, No.4, pp. 785-805, 2007.
  17. [17] R. Shah and P. T. Ward, “Lean manufacturing: context, practice bundles, and performance,” J. Operat. Manag., Vol.21, No.2, pp. 129-149, 2003.
  18. [18] I. Belekoukias, J. A. Garza-Reyes, and V. Kumar, “The impact of lean methods and tools on the operational performance of manufacturing organisations,” Int. J. Prod. Res., Vol.52, No.18, pp. 5346-5366, 2014.
  19. [19] C. Hofer, C. Eroglu, and A. R. Hofer, “The effect of lean production on financial performance: The mediating role of inventory leanness,” Int. J. Prod. Econ., Vol.138, No.2, pp. 242-253, 2012.
  20. [20] R. R. Fullerton, C. S. McWatters, and C. Fawson, “An examination of the relationships between JIT and financial performance,” J. Operat. Manag., Vol.21, No.4, pp. 383-404, 2003.
  21. [21] M. Ballé, “Lean attitude [considering attitude in lean production],” Manuf. Eng., Vol.84, No.2, pp. 14-19, 2005.
  22. [22] S. Bhasin, “Lean and performance measurement,” J. Manuf. Technol. Manag., Vol.19, No.5, pp. 670-684, 2008.
  23. [23] Industry Week/Manufacturing Performance Institute (IW/MPI), “Census of Manufacturers,” 2007. http://www.mpi-group.net [AccessedOctober 24, 2016]
  24. [24] M. Franchetti, K. Bedal, J. Ulloa, and S. Grodek, “Lean and green: industrial engineering methods are natural stepping stones to green engineering,” Ind. Eng., Vol.41, No.9, pp. 24-30, 2009.
  25. [25] P. J. Martínez-Jurado and J. Moyano-Fuentes, “Lean management, supply chain management and sustainability: a literature review,” J. Clean. Prod., Vol.85, pp. 134-150, 2014.
  26. [26] C. M. Dües, K. H. Tan, and M. Lim, “Green as the new Lean: how to use Lean practices as a catalyst to greening your supply chain,” J. Clean. Prod., Vol.40, pp. 93-100, 2013.
  27. [27] H. Carvalho and V. Cruz-Machado, “Integrating Lean, Agile, Resilience and Green Paradigms in Supply Chain Management,” Proc. of the Third Int. Conf. on Management Science and Engineering Management, pp. 3-14, 2009.
  28. [28] P. Gordon, “Lean and green: profit for your workplace and the environment,” San Francisco, CA: Berrett-Koehler Publishers, 2001.
  29. [29] F. Moreira, A. Alves, and R. Sousa, “Towards Eco-efficient Lean Production Systems,” Balanced Automation Systems for Future Manufacturing Networks, Vol.322, A. Ortiz, R. D. Franco, and P. G. Gasquet (Eds.), Heidelberg: Springer, pp. 100-108, 2010.
  30. [30] S. Vinodh, K. R. Arvind, and M. Somanaathan, “Tools and techniques for enabling sustainability through lean initiatives,” Clean Technol. Environ. Policy, Vol.13, No.3, pp. 469-479, 2011.
  31. [31] S. Rothenberg, F. K. Pil, and J. Maxwell, “Lean, green, and the quest for superior environmental performance,” Prod. Operat. Manag., Vol.10, No.3, pp. 228-243, 2001.
  32. [32] M. Pagell and Z. Wu, “Building a more complete theory of sustainable supply chain management using case studies of 10 exemplars,” J. Supply Chain Manag., Vol.45, No.2, pp. 37-56, 2009.
  33. [33] R. Sawhney, P. Teparakul, A. Bagchi, and X. Li, “En-Lean: a framework to align lean and green manufacturing in the metal cutting supply chain,” Int. J. Enterp. Netw. Manag., Vol.1, No.3, pp. 238-260, 2007.
  34. [34] C. J. C. Jabbour, A. B. L. de Sousa Jabbour, K. Govindan, A. A. Teixeira, and W. R. de Souza Freitas, “Environmental management and operational performance in automotive companies in Brazil: the role of human resource management and lean manufacturing,” J. Clean. Prod., Vol.47, pp. 129-140, 2013.
  35. [35] K. Venkat and W. Wakeland, “Is lean necessarily green?,” Proc. of the 50th Annual Meeting of the ISSS-2006, Sonoma, CA, USA, 2006.
  36. [36] S. Hajmohammad, S. Vachon, R. D. Klassen, and I. Gavronski, “Lean management and supply management: their role in green practices and performance,” J. Clean. Prod., Vol.39, pp. 312-320, 2013.
  37. [37] A. Chiarini, “Sustainable manufacturing-greening processes using specific Lean Production tools: an empirical observation from European motorcycle component manufacturers,” J. Clean. Prod., Vol.85, pp. 226-233, 2014.
  38. [38] S. De Treville and J. Antonakis, “Could lean production job design be intrinsically motivating? Contextual, configurational, and levels-of-analysis issues,” J. Operat. Manag., Vol.24, No.2, pp. 99-123, 2006.
  39. [39] S. Biazzo and R. Panizzolo, “The assessment of work organization in lean production: the relevance of the worker’s perspective,” Integr. Manuf. Sys., Vol.11, No.1, pp. 6-15, 2000.
  40. [40] Y. Suzuki, “Structure of the Japanese production system: Elusiveness and reality,” Asian Bus. Manag., Vol.3, No.2, pp. 201-219, 2004.
  41. [41] M. A. Taubitz, “Lean, green & safe: integrating safety into the lean, green and sustainability movement,” Prof. Saf., Vol.55, No.5, pp. 39-46, 2010.
  42. [42] S. K. Parker, M. A. Griffin, C. A. Sprigg, and T. D. Wall, “Effect of temporary contracts on perceived work characteristics and job strain: A longitudinal study,” Pers. Psychol., Vol.55, No.3, pp. 689-719, 2002.
  43. [43] R. Conti, J. Angelis, C. Cooper, B. Faragher, and C. Gill, “The effects of lean production on worker job stress,” Int. J. Operat. Prod. Manag., Vol.26, No.9, pp. 1013-1038, 2006.
  44. [44] A. Longoni, M. Pagell, D. Johnston, and A. Veltri, “When does lean hurt? – an exploration of lean practices and worker health and safety outcomes,” Int. J. Prod. Res., Vol.51, No.11, pp. 3300-3320, 2013.
  45. [45] N. Piercy and N. Rich, “The relationship between lean operations and sustainable operations,” Int. J. Operat. Prod. Manag., Vol.35, No.2, pp. 282-315, 2015.
  46. [46] C. Voss, N. Tsikriktsis, and M. Frolich, “Case research in operations management,” Int. J. Operat. Prod. Manag., Vol.22, No.2, pp. 195-219, 2002.
  47. [47] R. Yin, “Case study research: Design and methods,” Beverly Hills: SAGE Publications, 1994.
  48. [48] T. A. Scandura and E. A. Williams, “Research methodology in management: Current practices, trends, and implications for future research,” Acad. Manag. J., Vol.43, No.6, pp. 1248-1264, 2000.
  49. [49] K. M. Eisenhardt and M. E. Graebner, “Theory building from cases: Opportunities and challenges,” Acad. Manag. J., Vol.50, No.1, pp. 25-32, 2007.
  50. [50] M. Scherrer-Rathje, T. A. Boyle, and P. Deflorin, “Lean, take two! Reflections from the second attempt at lean implementation,” Bus. Horiz., Vol.52, No.1, pp. 79-88, 2009.

Creative Commons License  This article is published under a Creative Commons Attribution-NoDerivatives 4.0 Internationa License.

*This site is desgined based on HTML5 and CSS3 for modern browsers, e.g. Chrome, Firefox, Safari, Edge, Opera.

Last updated on Oct. 01, 2024