Does lean mean green?

Dhingra, Rajive; Kress, R.L.; Upreti, Girish

doi:10.1016/j.jclepro.2014.10.032

Cited by 121 publications

(84 citation statements)

References 46 publications

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“…However, only 59 articles were uploaded to the QSR NVivo software (QSR International, 2013) for analysis as two of them were not full journal articles (i.e. Dhingra et al, 2012;Dhingra et al, 2014) and one (i.e. Davids, 1994) was not within the studied period.…”

Section: Location Of Studies and Selection -Databases Timing And Sementioning

confidence: 99%

Lean and green – a systematic review of the state of the art literature

Garza‐Reyes

2015

Journal of Cleaner Production

492

355

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The move towards greener operations and products has forced companies to seek alternatives to balance efficiency gains and environmental friendliness in their operations and products. The exploration of the sequential or simultaneous deployment of lean and green initiatives is the results of this balancing action. However, the lean-green topic is relatively new, and it lacks of a clear and structured research definition. Thus, this paper's main contribution is the offering of a systematic review of the existing literature on lean and green, aimed at providing guidance on the topic, uncovering gaps and inconsistencies in the literature, and finding new paths for research. The paper identifies and structures, through a concept map, six main research streams that comprise both conceptual and empirical research conducted within the context of various organisational functions and industrial sectors. Important issues for future research are then suggested in the form of research questions. The paper's aim is to also contribute by stimulating scholars to further study this area in depth, which will lead to a better understanding of the compatibility and impact on organisational performance of lean and green initiatives. It also holds important implications for industrialists, who can develop a deeper and richer knowledge on lean and green to help them formulate more effective strategies for their deployment.

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Section: Location Of Studies and Selection -Databases Timing And Sementioning

confidence: 99%

Lean and green – a systematic review of the state of the art literature

Garza‐Reyes

2015

Journal of Cleaner Production

492

355

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“…According to recent research (Govindan et al 2015), the practices with the main driving power are just-in-time (lean practice), flexible transportation (resilient practice), and environmentally friendly packaging (green practice). Dhingra et al (2014)) proposed new frameworks and methodologies that will facilitate further studies and assessments in the swiftly developing field of lean and green with a goal that potential applications of lean and green will help society make the transition to more sustainable societal pattern.…”

Section: Literature Reviewmentioning

confidence: 99%

Targeting sustainable competitiveness in Croatia by implementation of “20 Keys” methodology

Dabić

Orac²,

Daim

2016

J Innov Entrep

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Throughout the current wave of regulatory reforms, several theoretical models have been proposed that call for the emergence of instruments of self-regulation under some form of state supervision as part of the demand to improve product development performances aligned with awareness of environmental needs, to help with meeting regulation and to reduce the risk of production nonconformance. "20 Keys" is one example of a mass application of a methodology for raising sustainable development and holistic approach to competitiveness in new EU member the Republic of Croatia, and therefore, the aim of this study is to observe the results of the methodology application in Croatian companies. 20 Keys is a methodology that brings an integrated set of tools aimed at increasing overall productive efficiency and quality level with simultaneous reduction of costs. As it was shown in this paper, implementation success is coincident with senior management's active role in setting the main goals for implementation, assuring that suitable methods and tools are used, allocating resources appropriately and enabling communication within the company.

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“…Sustainable production is, therefore, recognized as one of the foundations of sustainable development [4]. While earlier the compliance with environmental regulations has been considered an additional cost [5], today, the creation of economic sustainability through environmental sustainability is an increasingly successful strategy for many businesses [6].…”

Section: Introductionmentioning

confidence: 99%

“…The concept of lean production has evolved from the TPS [13] into management philosophy, which focuses on increasing customer value by reducing non-value-added activities and waste time from the value chain or through their complete elimination [5,[14][15][16][17][18][19][20][21]. The long history of lean management has resulted in the fact that there are currently many different tools of lean management.…”

Section: Introductionmentioning

confidence: 99%

“…Lean production is associated with removing the waste from the production process [13], and in order for this process of waste reduction to be complete, it is necessary to supplement the list of lean wastes with environmental impact wastes. It is important to note that some literature sources indicate that the implementation of lean and green programs improves business results [5,34]. Yang et al [17] conducted a study on a sample of 309 international manufacturing companies, and results of his research suggested that experience in lean production is positively correlated with environmental management practices.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Interrelation of Lean and Green Management in Croatian Manufacturing Companies

Hegedić¹,

Gudlin²,

Štefanić³

2018

Interdiscip. Descr. Complex Syst.

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The goal of this article is to explore the link between lean and green management, reasons for their implementation, their effect throughout the whole life cycle, as well as the current state of use of lean tools, economic and environmental indicators in the context of Croatian manufacturing companies. A semi-structured interview was used in this research. As a result, the frequency of economic and environmental performance indicators and lean tools in Croatian companies has been defined, as well as the reasons for the implementation of lean management. Additionally, the understanding of the use of Life Cycle Assessment methods, environmental standards has been obtained and the integration of lean and green management in Croatian companies has been explored. Further on, results were compared to the similar study done in the UK. Finally, it can be concluded that the integration of lean and green management is not yet sufficiently present in manufacturing companies, although there are cases in which these two approaches are integrated, primarily in the process and food industry. It is for these reasons that in the integration of these two approaches lies great potential.

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Does lean mean green?

Cited by 121 publications

References 46 publications

Lean and green – a systematic review of the state of the art literature

Lean and green – a systematic review of the state of the art literature

Targeting sustainable competitiveness in Croatia by implementation of “20 Keys” methodology

Interrelation of Lean and Green Management in Croatian Manufacturing Companies

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