Making progress towards more sustainable societies through lean and green initiatives

Dhingra, Rajive; Das, Sujit; Kress, R.L.

doi:10.1016/j.jclepro.2012.06.014

Cited by 14 publications

(14 citation statements)

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“…Some SMEs embed reflective and cyclical learning (Stewart and Gapp, 2014), and improve behavioural characteristics such as attitude and awareness (Cassells and Lewis, 2011). There is extensive studies on lean and green relationships (Dhingra et al, 2012;Dües et al, 2013) and its application to the industry (Garza-Reyes, 2015) especially large scale enterprises (Jabbour et al, 2013;Kurdve et al, 2014).…”

Section: Poor Health and Safetymentioning

confidence: 99%

Evaluating the enablers and barriers for successful implementation of sustainable business practice in ‘lean’ SMEs

Caldera

Desha

Dawes

2019

Journal of Cleaner Production

293

210

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Sustainable business practice' is an aspiration for an increasing proportion of small and mediumsized enterprises (SMEs) around the world, promising profitability, resilience and positive social and environmental impacts. 'Lean thinking' has evolved as a popular business strategy for SMEs to achieve sustainable business practice, addressing the need for efficiency in production and waste reduction. In this study we explore the co-evolution of 'lean and green thinking' and the potential for lean and green practices to enable successful transitions to sustainable business practice.Focusing on investigations into manufacturing SMEs in Queensland, Australia, we first establish four key enablers and six key barriers to sustainable business practice, derived from a series of indepth interviews with Chief Executive Officers and senior managers involved in sustainability and lean manufacturing. We offer an institutional theory perspective on these findings, concluding the potential for normative, coercive and mimetic drivers to influence SMEs to shape environmental, social and economic decision making and legitimise the transition to sustainable business practice.We then present a novel 'Model of strategic enablers of sustainable business practice' to guide SMEs to intentionally use their lean and green strategies to successfully adopt sustainable business outcomes. We propose that through adopting lean and green thinking to transition to sustainable business practice, SMEs can more rapidly contribute to the circular economy at the level of firm.Agencies and professional bodies can support SMEs in this transition through targeted interventions that address the enablers and barriers presented.

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Section: Poor Health and Safetymentioning

confidence: 99%

Evaluating the enablers and barriers for successful implementation of sustainable business practice in ‘lean’ SMEs

Caldera

Desha

Dawes

2019

Journal of Cleaner Production

293

210

View full text Add to dashboard Cite

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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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“…Dhingra et al (2012) supposed that growing energy demand has led to increased global energy production with consequential increase in global warming emissions of CO 2 increased by 5.3% in 2010 to a record 30.4 giga tonnes; Netland and Aspelund (2014) reviewed the key dimensions to explain multi-plant improvement programme results in adopting, acting or avoiding of practices in subsidiaries; yielded the similarities between lean & green theoretical models to develop a comprehensive integrated model; Duarte and Cruz-Machado (2013) examined how diverse business models and frameworks can add value to modelling a lean and green approach; Huang et al (2009) examined the insights experienced in developing prototype solutions and the schemes for deploying smart objects in manufacturing to achieve real-time traceability & visibility while minimizing the total cost; Ghosh (2012) examined the current state of lean adoption in Indian manufacturing plants and its impact on operational performance; Ramirez et al (2014) identified the factors of environmentally-sustainable aids in firms' processes and charted the strategies to beat supplier barriers; Olhager and Parjago (2012) studied 216 Australian automotive firms and found clear difference of improvement initiatives between make-to-order & make-to-stock firms; Fore and Mbohwa (2010) illustrated the application of cleaner production in foundries in lower income country that impact negatively on the environment leading to unsustainable resource utilization, depletion and pollution; Miller et al (2010) presented a case study of RCELL projects to avoid over production or under production & unnecessary energy use; Anand and Kodali (2008) aimed at selecting lean as a strategy & preference ranking organization method for enrichment evaluations (PROMETHEE) to analyze its impact on stakeholders, through case studies in SMEs.…”

Section: Grouping 3: Theoretical Concernsmentioning

confidence: 99%

Learning on Lean Production: A Review of Opinion and Research within Environmental Constraints

Mor

Singh

Bhardwaj

2015

OSCM: An Int. Journal

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Despite of its type, location or principal market base, today the manufacturing enterprises are bound to adopt sustainable practices like lean principles, integration of processes and inter-organizational collaborations to meet their corporate goals. The majority of studies usually discuss either a system or a subcomponent of the production systems and manufacturing strategies in literature w.r.t. lean production; but the rational (what, why, how) behind each production activity seems to be missing. This paper addresses a comprehensive assessment of the literature on lean production in relation to the green concept, for its significance, feasibility and need for organizations to sustain in the global market. Findings of the review reveal that lean principles along with green model can improve the process flow & employee morale and lower the environmental regulatory non-compliance risk. Further, the environmental and human health risks are often not explicitly considered in lean initiatives that can affect customers & stakeholders throughout the product life cycle, and the manufacturing enterprises working with lean strategies have the possibility of costs sub-optimization and waste reduction from a lifecycle viewpoint.

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Making progress towards more sustainable societies through lean and green initiatives

Cited by 14 publications

References 0 publications

Evaluating the enablers and barriers for successful implementation of sustainable business practice in ‘lean’ SMEs

Evaluating the enablers and barriers for successful implementation of sustainable business practice in ‘lean’ SMEs

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

Learning on Lean Production: A Review of Opinion and Research within Environmental Constraints

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