Value–value load diagram: a graphical tool for lean–green performance assessment

Thanki, Shashank; Thakkar, Jitesh J.

doi:10.1080/09537287.2016.1220647

Cited by 68 publications

(34 citation statements)

References 55 publications

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“…Benefits of VSM for environmental and economic sustainability purposes were also evident in the literature [228][229][230][231]. 5S has also been commonly employed to achieve various sustainability outcomes [155,165,169,232,233]. Eventually, 5S evolved into 6S to include the safety element, along with initial housekeeping activities [4,234,235].…”

Section: Tools and Methods Constructmentioning

confidence: 99%

“…Moreover, based on the feedback received from managers of the firms in the sector, potential of lean and SSP to generate the greatest sustainability returns for organizations was also discussed in the study. Thanki and Thakkar (2016) studied another graphical tool, value-value load diagram (VVLD) to calculate an eco-leanness index and to identify process improvement opportunities with a purpose of efficient use of available resources [233]. The validity of the proposed framework was demonstrated in a manufacturing firm located in India.…”

Section: Past Lean-based Sustainability Assessment Frameworkmentioning

confidence: 99%

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A Systematic Literature Review for Better Understanding of Lean Driven Sustainability

Tasdemir

Gazo

2018

Sustainability

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Global trends and factors, such as the increased level of globalization, climate change, resource scarcity, and awareness of social and environmental responsibilities, as well as fiercer competition and lower profit margins in all industries, force organizations to act to retain, regain, or sustain their competitive advantages for long-term survival. These trends and factors are historically known to bring about innovations that drive the evolution of industries. Sustainability is considered to be such an innovation to achieve fiscally sound, environmentally conscious, and socially progressive organizations and supply chains. This study reviewed 477 past articles published in five major databases from 1990 to 2018. The purpose of the study was to assess the current state-of-the art in the subject of lean-driven sustainability. Based on the exhaustive descriptive and contextual analysis, synergies, divergences, and the extent of two-way permeability of lean and sustainability concepts from the perspective of intra-and inter-organizational operations were identified along with future research opportunities. Fundamental strengths and weaknesses of both concepts, existing strong synergies and untapped potential, along with their key contributors, the potential-use cases of lean tools to derive sustainable solutions are highlighted in this review.

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Section: Tools and Methods Constructmentioning

confidence: 99%

Section: Past Lean-based Sustainability Assessment Frameworkmentioning

confidence: 99%

A Systematic Literature Review for Better Understanding of Lean Driven Sustainability

Tasdemir

Gazo

2018

Sustainability

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“…Hines and Rich (1997) are affiliated with the Lean Enterprise Institute, as are Rother and Shook (1998). Discussing the importance of focusing on the value stream and its visualization led to theorizing about VSM after Rother and Shook (1998 Seth, & Dhariwal, 2017;Seth, Seth, & Goel, 2008;Singh, Garg, Sharma, & Grewal, 2010;Singh, Kumar, Choudhury, & Tiwari, 2006;Stadnicka & Ratnayake, 2017Sunk, Kuhlang, Edtmayr, & Sihn, 2017;Thanki & Thakkar, 2016;Tuli & Shankar, 2015;Tyagi, Choudhary, Cai, & Yang, 2015;Vinodh, Arvind, & Somanaathan, 2010;Vinodh, Kumar, & Vimal, 2014).…”

Section: Function Of the Value Stream Mappingmentioning

confidence: 99%

Function of value stream mapping in operations management journals

Fukuzawa

2020

ABAS

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Studies of the value stream mapping (VSM) in Western journals report that leveraging VSM as a lean tool results in performance improvements. However, in these articles, VSM is functioning as a tool for partial optimization, attempting to identify and resolve bottlenecks in individual functions and divisions, primarily in production activities. For that reason, the greater the degree to which VSM underpins success, the more it deviates from the original essence of lean production and flow management, promoting overall optimization by focusing on the flows across the value chain, and potentially leading to poorer performance in the overall value flows up to the customer.

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“…In the 1990s, when industry was still new to the world of Lean manufacturing and there was limited noise about environmentally conscious production or manufacturing strategies, Florida (1996) was the first study that discussed how organisations can adapt to environmentally conscious manufacturing by simultaneous or concurrent application of Lean and Green practices. The following innovative and bold statement given by Florida in the 90s, still relevant in 2017, has resulted in traction from the research community in the last decade leading to several publications on synergies and misalignment between Lean and Green practices in the manufacturing setting (Cherrafi et al, 2017;Thanki & Thakkar, 2016;Ng et al, 2015) and its supply chain (Colicchia et al, 2017;Garza-Reyes et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

Synergies and misalignments in lean and green practices: a logistics industry perspective

Rodrigues

Kumar

2019

Production Planning & Control

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This paper conducts an exploratory case study-based research in three companies to identify the main synergies and misalignments between Lean and Green in the context of a range of distribution networks operating globally, regionally and domestically. The research strategy applied by this study is exploratory multiple case studies in three companies, particularly in the road transport and logistics sector. Semi-structured interviews with fifteen executives from three companies were conducted to identify activities within logistics operations leading to synergies and misalignment between Lean and Green practices. The outcome of the three cases shows that several improvements can be achieved by the simultaneous adoption of Lean and Green. The study contributes to the literature by extending the research in the logistics sector and providing examples from a wide variety of logistics operations on synergies and misalignments between Lean and Green practices. The findings and outcome of this study are a starting point for further research in the logistics sector.

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Value–value load diagram: a graphical tool for lean–green performance assessment

Cited by 68 publications

References 55 publications

A Systematic Literature Review for Better Understanding of Lean Driven Sustainability

A Systematic Literature Review for Better Understanding of Lean Driven Sustainability

Function of value stream mapping in operations management journals

Synergies and misalignments in lean and green practices: a logistics industry perspective

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