Impact Assessment of Lean Practices on Social Sustainability Indicators: An Approach Using ISM Method
The impact of lean management on environmental sustainability is the research line that receives the most attention from academicians. Therefore, the social dimension of sustainable development has so far received less attention. This paper aims to evaluate the impact of intra-plant lean manufacturing practices on social sustainability indicators extracted from the Global Reporting Initiative (GRI) parameters. The method is two-phased, including MCDM approach to uncover the most relevant practices regarding social performance and Interpretive Structural Modeling (ISM) method to reveal the structural relationship among lean practices. Professionals from the academic and industrial fields answered the questionnaires. From the results of this paper, it is possible to verify that practices such as “Safety Improvement Programs”, “Total Quality Management” and “Cross-functional Workforce” are the ones which have the most positive influence on the set of GRI social indicators.
Digital Object Identifier (DOI): doi.org/10.5281/zenodo.2702705Procedia APA BibTeX Chicago EndNote Harvard JSON MLA RIS XML ISO 690 PDF
 Hall, T. J. 2011. The triple bottom line: what is it and how does it work? Indiana business review, Indiana University, School of Business 86(1): 4.
 Gordon, P. 2001. Lean and green: profit for your workplace and the environment. Berrett-Koehler Publishers.
 Qureshi, M. I. et al. 2015. Sustainability: a new manufacturing paradigm. Journal Teknologi 77(22): 47-53.
 Womack, J. P.; Jones, D. T. 1996. Lean thinking: Banish waste and create wealth in your corporation. Simon and Schuster, Londres.
 Martínez-Jurado, Pedro José, and José Moyano-Fuentes. "Lean management, supply chain management and sustainability: a literature review." Journal of Cleaner Production 85 (2014): 134-150.
 Yawar, S. A.; Seuring, S. 2017. Management of social issues in supply chains: a literature review exploring social issues, actions and performance outcomes. Journal of Business Ethics, Springer 141(3): 621–643.
 Brown, H. S.; Jong, M. de; Levy, D. L. 2009. Building institutions based on information disclosure: lessons from GRI’s sustainability reporting. Journal of cleaner production, Elsevier 17(6): 571–580.
 Dentchev, N. A. 2004. Corporate social performance as a business strategy. Journal of Business Ethics, Springer 55(4): 395–410.
 Fernandez-Feijoo, B.; Romero, S.; Ruiz, S. 2014. Effect of stakeholders’ pressure on transparency of sustainability reports within the GRI framework. Journal of business ethics, Springer 122(1): 53–63.
 Manetti, G.; Becatti, L. 2009. Assurance services for sustainability reports: Standards and empirical evidence. Journal of Business Ethics, Springer 87(1): 289–298.
 Nikolaeva, R.; Bicho, M. 2011. The role of institutional and reputational factors in the voluntary adoption of corporate social responsibility reporting standards. Journal of the Academy of Marketing Science, Springer 39(1): 136–157.
 Cherrafi, A. et al. 2016. The integration of lean manufacturing, six sigma and sustainability: A literature review and future research directions for developing a specific model. Journal of Cleaner Production, Elsevier 139: 828–846.
 Shah, R.; Ward, P. T. 2003. Lean manufacturing: context, practice bundles, and performance. Journal of operations management, Elsevier 21(2): 129–149.
 Fliedner, G.; Majeske, K. 2010. Sustainability: the new lean frontier. Production and Inventory Management Journal, 46(1): 6–13.
 Piercy, N.; Rich, N. 2015. The relationship between lean operations and sustainable operations. International Journal of Operations & Production Management, Emerald Group Publishing Limited 35(2): 282–315.
 GRI Implementation Manual. Available in https://www.globalreporting.org/resourcelibrary/grig4-part2-implementation-manual.pdf. Last access: March, 2019.
 Bouzon, M.; Govindan, K.; Rodriguez, C. M. T. 2015. Reducing the extraction of minerals: Reverse logistics in the machinery manufacturing industry sector in Brazil using ism approach. Resources Policy, Elsevier 46: 27–36.
 Kumar, N. 2013. Implementing lean manufacturing system: Ism approach. Journal of Industrial Engineering and Management, Omnia Science 6(4): 18.