Managing environmentally driven change in manufacturing organisations - moving from reactive to proactive behaviour

Sannö, Anna; Fundin, Anders; Stålberg, Lina

doi:10.1504/ijpqm.2016.076714

Cited by 5 publications

(4 citation statements)

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“…It introduces a focus on aspects like sustainability, environmental impact, employee engagement, and corporate social responsibility. (Sannö 2016) Here's how profit, the environment, and employees might benefit from Quality 5.0:…”

Section: Principles Of Quality 50mentioning

confidence: 99%

“…This involves reducing waste, minimizing energy consumption, using sustainable resources, and more, which all contribute to environmental protection and sustainability. (Sannö 2016) • Reduced Waste: Better quality management means fewer defects and less waste. This not only saves money but also reduces the environmental impact of the business.…”

Section: Environmentmentioning

confidence: 99%

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Quality 5.0: A Paradigm Shift Towards Proactive Quality Control in Industry 5.0

Frick¹,

Grudowski²

2023

IJBA

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Industry 5.0, the latest wave of industrial revolution, is redefining the traditional manufacturing and production landscapes by leveraging advanced technologies, promoting sustainability, and fostering a human-centric approach. An inevitable consequence of this progression is Quality 5.0, the next phase of quality control and assurance. Quality 5.0 aims to transcend the limitations of conventional quality control techniques, which are typically reactive, by adopting a proactive stance towards defect prevention and process optimization. This paper elucidates the concepts of Quality 5.0, discussing its principles, benefits, and potential challenges in the context of Industry 5.0.

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Section: Principles Of Quality 50mentioning

confidence: 99%

Section: Environmentmentioning

confidence: 99%

Quality 5.0: A Paradigm Shift Towards Proactive Quality Control in Industry 5.0

Frick¹,

Grudowski²

2023

IJBA

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“…For example, important practical steps ( Jørgensen et al, 2009), themes and success factors (Oakland and Tanner, 2007), process pattern and success factors (Ford and Greer, 2006), hard key factors (Sirkin et al, 2005), facilitating practices of employee development (Proctor and Doukakis, 2003), success factors (Kotter and Cohen, 2002), 12-step model for change (Mento et al, 2002), 2 theories of change (Beer and Nohria, 2000), 8 initiatives (Gilgeous and Gilgeous, 2001), and 4 rules (Denton, 1996). Some approaches are strongly linked to each other, while some are found to be more supplementary (Sannö et al, 2016). A common denominator of importance in the research, however, is that all are approaches to how to reach a common understanding about, first, the current state of an operation, and second, a future attractive state shaped as a vision to strive toward.…”

Section: Managing Change Across An Episodic Processmentioning

confidence: 99%

Visual management for a dynamic strategic change

Eriksson

Fundin

2018

JOCM

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Purpose Strategic changes in an organization will face challenges not only related to the changes as such but also with regard to how the vision of the future is interpreted and understood by the organization. Visual management is a field of research that could contribute to change management research as a means to facilitate management of the dynamics in a change process and to facilitate the process of communication. The purpose of this paper is to problematize episodic change processes with regard to communication and to contribute with a proposed model on how to facilitate dynamic strategic change management using visual management. Design/methodology/approach The paper uses an interdisciplinary approach by linking change management literature to visual communication to be used for visual management. Findings A proposed model presents how a dynamic episodic change process can be managed in terms of visual management, potential pitfalls to avoid, and what ambidextrous capabilities are needed throughout the complete episodic change. Research limitations/implications The proposed model is still yet theoretical, based on a literature review of dynamic change management and visual communication. Future research will validate the model in practice to confirm its robustness. Practical implications An implementation of visual management in Kotter’s (1995) eight steps on how to strategically manage change in combination with theories on ambidexterity and episodic change is suggested. Originality/value The paper contributes to how visual management can support change management by combining visual communication and change management.

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“…Nevertheless, new types of products, operations and organization models will be needed to comply with the new constraints and the new objectives of sustainable manufacturing as sustainability itself is dynamic "a certain situation valid at a certain time can change because of external factors" (Garetti and Taisch 2011). While the literature in the field has considered drivers from cost advantages, market awareness, life cycle implications and lean and quality integration (Sannö et al 2014), the future need for change will be derived from earth's capacity and resource depletion (Clift 2005;Perdan 2011). Post and Altma (1994) provide a view of three drivers for environmentalism: compliance-based, market driven as well as value driven.…”

Section: Environmental Needs and Impactmentioning

confidence: 99%