Lean Environmental Management Integration System (LEMIS) Framework Development
Commenced in January 2007
Frequency: Monthly
Edition: International
Paper Count: 32794
Lean Environmental Management Integration System (LEMIS) Framework Development

Authors: Puvanasvaran, A. P., Suresh V., N. Norazlin

Abstract:

The Lean Environmental Management Integration System (LEMIS) framework development is integration between lean core element and ISO 14001. The curiosity on the relationship between continuous improvement and sustainability of lean implementation has influenced this study toward LEMIS. Characteristic of ISO 14001 standard clauses and core elements of lean principles are explored from past studies and literature reviews. Survey was carried out on ISO 14001 certified companies to examine continual improvement by implementing the ISO 14001 standard. The study found that there is a significant and positive relationship between Lean Principles: value, value stream, flow, pull and perfection with the ISO 14001 requirements. LEMIS is significant to support the continuous improvement and sustainability. The integration system can be implemented to any manufacturing company. It gives awareness on the importance on why organizations need to sustain its environmental management system. In the meantime, the lean principle can be adapted in order to streamline daily activities of the company. Throughout the study, it had proven that there is no sacrifice or trade-off between lean principles with ISO 14001 requirements. The framework developed in the study can be further simplified in the future, especially the method of crossing each sub requirements of ISO 14001 standard with the core elements of Lean principles in this study.

Keywords: LEMIS, ISO 14001, integration, framework.

Digital Object Identifier (DOI): doi.org/10.5281/zenodo.1337585

Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF Downloads 2329

References:


[1] Montabon, F., Melnyk, S. A., Sroufe, R., &Calantone, R. J. (2000). ISO 14000: assessing its perceived impact on corporate performance. Journal of Supply Chain Management, 36(2), 4-16.
[2] Ross, B. AEC (2004). Findings and recommendations on Lean production and Environmental Management Systems in the shipbuilding and ship repair sector.
[3] Hall, J. (2000). Environmental supply chain dynamics. Journal of cleaner production, 8(6), 455-471
[4] Zutshi, A., and Sohal, A., 2004. Environmental management system adoption by Australasian organisations: part 1: reasons, benefits and impediments. Technovation, Vol. 24, No. 4, pp. 335–357.
[5] Pojasek, Robert B. "Creating a complete business management system." Environmental Quality Management 17.4 (2008): 87-95.
[6] Ghisellini, A., and Thurston, D. L., 2005. Decision traps in ISO 14001 implementation process: case study results from Illinois certified companies. Journal of Cleaner Production, Vol. 13, No. 8, pp. 763–777.
[7] Pojasek, Robert B., 2006. Quality toolbox:Is your integrated management system really integrated? Environmental Quality Management. Wiley Periodicals, Inc.pp. 89-97.
[8] Pullin, J (1998), Green Stamp Giveaway, Professional Engineering, Volume 16, Number 16, pp.28.
[9] ISO 14001:2004 – Environmental Management System – Requirements with guidance for use. International Organization for Standardization. Geneva, Switzerland.
[10] Hancock, J., 2005. Investing in Corporate Social Responsibility: A Guide to Best Practice. Business Planning and The UK's Leading Companies, Kogan Page Publisher, London: Heinemann, Butterworth.
[11] Lesourd, J. &Schilizzi, S. (2003). The environment in corporate management: new directions and economic insights. Edward Elgar Publishing.
[12] Yiridoe, E. K., &Marett, G. E. (2004). Mitigating the high cost of ISO 14001 EMS standard certification: lessons from agribusiness case research. International Food and Agribusiness Management Review, 7(2), 37-62.
[13] Kolk, A., 2005. Economics of Environmental Management, Pearson Education Limited, Prentice Hall,England.
[14] Stone, G., M. Joseph and J. Blodgett, 2004. Toward the creation of an eco-oriented corporate culture: a proposed model of internal and external antecedents leading to industrial firm eco orientation, Journal of Business & Industrial Marketing, 19(1): 68-84.
[15] Simpson, D. F., and Power, D. J., 2005. Use the supply relationship to develop lean and green suppliers. Supply Chain Management: An International Journal. Vol. 10, No. 1, pp. 60 – 68.
[16] Shah, R., and Ward, P. T., 2007. Defining and developing measures of lean production. Journal of Operations Management. Vol. 25, No. 4, pp. 785 – 805.
[17] Zhu, Q., and Sarkis, J., 2004. Relationships between operational practices and performance among early adopters of green supply chain management in Chinese manufacturing enterprises. Journal of Operations Management. Vol. 22, No. 3, pp. 265 – 289.
[18] Kleindorfer, P. R., Singhal, K., and Van Wassenhove, L. N., 2005. Sustainable operations management. Production and Operations Management, Vol. 14, No. 4, pp. 482 – 492.
[19] Puvanasvaran, A.P., Kerk, R. S. T., and Muhamad, M. R., 2011. Principles and Business Improvement Initiatives of Lean Relates to Environmental Management System. Proceedings of the 1st International Technology Management Conference, pp.439-444. IEEE.
[20] Pun, K. F., Fung, Y.K., and Wong, F. Y., 2006. Identification of critical success factors for total quality environment management. Proceedings of the 3rd annual international conference on industrial engineering theories, applications and practice, Hong Kong.
[21] Sakar, D., 2008. Lean for Service Organizations and Offices. India: Pearson Education.
[22] Martin, A.C., Brouwer, and Kris, C. S. A., 2006. The soul of the machine: Continual Improvement in ISO 14001. Journal of Cleaner Production. Vol. 16, pp. 450-457
[23] Wilkinson, G., and Dale, B. G., 1998. System integration: the views and activities of certification bodies, The TQM Magazine, Vol. 10, No. 4, pp. 288-92.
[24] Karapetrovic, S., &Willborn, W. (1998). Integration of quality and environmental management systems. The TQM Magazine, 10(3), 204-213.
[25] Bossert, J., and Grayson, K., 2002. Your opinion. Six Sigma Forum Magazine, ASQ, Milwaukee, WI, Vol. 2, Issue 1.
[26] Andersson, R. (2009). Supply chain resilience through quality management. Göteborg: Chalmers tekniskahögskola; Borås: HögskolaniBorås.
[27] Maxwell, J., S.; Rothenberg, and Schenk, B. (2001). Does Lean Mean Green? The Implications of Lean Production for Environmental Management, Working Paper, MIT, Cambridge, MA.
[28] Deming, 2004. The New Economics for Industry, Government, Education. Cambridge, MA: Massachusetts Institute of Technology.
[29] Russell, R., 2008. Operations Management along the Supply Chain, India: Wiley.
[30] Picchi, F. A., 2001. System view of lean construction application opportunities. Proceeding of the 9th Annual Conference of the International Group for Lean Construction, Singapore.
[31] Antony, J. O, Dickinson, W. B., Leech, N. L., and Zoran, A. G. (2009). Toward more rigor in focus group research: A new framework for collecting and analyzing focus group data. International Journal of Qualitative Methods, Vol. 8, No. 3, pp. 1-21.
[32] Covington, W., 2008. Tough Fabric: The Domestic Apparel and Textile Chain Regains Market Share. Chesapeake Consulting, Inc.: Severna Park, MD.
[33] Cheng, J.L., 2008. Implementing Six Sigma via TQM improvement: An empirical study in Taiwan. The TQM Journal, Vol. 20, No. 3, pp. 182–195.
[34] Cowley, M., 2007. Beyond Strategic Vision: Effective Corporate Action with Hoshin Planning. 1st ed., Butterworth-Heinemann, Boston.
[35] Bansal, P., and Bogner, W. C., 2002. Deciding on ISO 14001: Economics, Institutions, and Context. Long Range Planning, Vol. 35, No.3, pp. 269–290.
[36] Cragg, W., 2005. Ethics Codes, Corporations and the Challenge of Globalization. Edward Elgar Publishing, 1st ed., Cheltenham.