Green and Lean Management (eBook)

Carolina Machado, J. Paulo Davim (Herausgeber)

eBook Download: PDF

2016 | 1st ed. 2017
XI, 225 Seiten
Springer International Publishing (Verlag)
978-3-319-44909-8 (ISBN)

Infos

This book focusses on the challenges and changes organizational management faces in an era when the need to develop environmentally aware processes meets high levels of competition. It covers the synergetic effects, how re-use, recycling, waste reduction, and other sustainable production strategies can add value, low costs and time of production. Sustainable business behavior is not only an environmental perspective on management, but more and more contains an organizational perspective. Taking into account these issues, green and lean management appears as the way managers can drive their employees to continuously improve the management processes that add value to the organization and costumers. This book provides information on principles, strategies, models, and applications of green and lean management, and at the same time communicates the latest research activity relating to this scientific field world-wide.

Inhalt

Preface 6
Contents 8
Editors and Contributors 10
1 Green Supply Chain, Logistics, and Transportation 13
Abstract 13
1 Green Supply Chain Network, Green Supply Chain Management, and Green Logistics Concepts 13
1.1 Green Supply Chain Network 13
1.2 Green Supply Chain Management 14
1.3 Green Logistics 15
2 Closed-Loop Supply Chain 17
2.1 Proposing an Optimization Model for a Generalized Closed-Loop Supply Chain Network 20
2.2 Incentive Approaches for an Optimal Recovery Plan in a Closed-Loop Supply Chain 24
References 27
2 LP Impacts on the Neoliberal Political-Economic Context 29
Abstract 29
1 Introduction 29
2 Lean Production: Characteristic Features 31
2.1 From Taylorism/Fordism to Lean Production 31
2.2 Production Management Techniques 32
2.3 Supplier Networks and Types of Inter-company Relationships 33
2.4 Organising the Workplace and Managing Human Resources 34
3 Impact of Lean Production on Organising Work and Health and Safety 35
3.1 Impacts of Lean Production on Occupational Health 36
3.2 Impacts of LP on the Organisation of Work 37
3.3 Lean Production Within a Neoliberal Political-Economic Context 42
4 Conclusion 44
References 46
3 Lean and Agile Supply Chain Management: A Case of IT Distribution Industry in the Middle East 49
Abstract 49
1 Introduction 50
2 IT Distribution and Supply Chains 51
2.1 Definitions 52
2.2 How Distributors Work in the IT Supply Chain? 52
3 Supply Chain Strategies 54
3.1 Manufacturer and Distributor Relationship in SCM 54
3.2 Agile Supply Chain 55
3.3 Lean Supply Chain 57
3.4 How to Decide Which Supply Chain Policy is Suitable for an Organization? 58
4 Critical Success Factors and Firm Capabilities 60
4.1 Firm Capability 61
5 IT Distribution Industry Key Features 62
5.1 Inventory 62
5.2 Economic Order Quantity (EOQ) Model 62
5.3 Product and Services Design Processes 64
5.4 Logistics Services 65
6 The New Concepts and Challenges of Operation Management 66
7 Background of the Case Study 67
8 Research Methodology 67
9 Data Findings and Analysis 70
9.1 Resellers (Customers) 70
9.2 Distributing Companies 73
10 Conclusion 78
References 79
4 Lean Thinking in Non-profit Organizations 82
Abstract 82
1 Introduction 82
2 Lean Thinking Principles 84
2.1 The Scope of Lean Thinking 84
2.2 The Principles of Lean Thinking 85
2.2.1 Value-Chain-Based Management 85
2.2.2 Waste Elimination-Based Management 86
2.2.3 Pull Production 86
2.2.4 Just-In-Time Production with Zero Non-conformities 86
2.2.5 Standardization, Discipline and Control 87
2.2.6 A Quality Culture Oriented Towards Efficiency 87
2.2.7 Continuous Improvement 87
2.2.8 Increasing of Employees’ Empowerment 88
2.2.9 Teamwork and Flexible/Multiskilled Teams 88
2.2.10 Continuing Training and Learning 88
2.2.11 Operational Control 89
2.2.12 Internal Communication 89
2.2.13 Providers-Customers Relationships 90
3 Method 90
4 Results 91
4.1 Improvement of the Value Chain 91
4.2 Waste Elimination 92
4.3 Pull Production 92
4.4 Just-In-Time 93
4.5 Standardization 93
4.6 Efficiency Culture 94
4.7 Continuous Improvement 95
4.8 Empowerment 96
4.9 Teamwork and Flexible/Multiskilled Teams 96
4.10 Continuous Training 97
4.11 Operational Control 98
4.12 Communication 99
4.13 Rationalization of the relationships with suppliers 100
5 Analysis of the Relationship Among Principles, Resources, and Organizational Units 101
5.1 Association Between Lean Thinking Principles and the Uses of the Software 101
5.2 Comparative Analysis of the Social Services 101
5.3 Association Between Types of Management and Lean-Thinking Principles 104
5.4 Association Between Standard Principles and Lean Principles 105
6 Discussion 107
7 Conclusions 110
References 111
5 How to Learn Up from Lean Management in Health Services? HRM, Leadership and Relational Coordination 119
Abstract 119
1 Introduction 120
2 Ford and Fordism: Leading from Above 123
3 Toyota and Post Fordism: Leading from Below 124
4 Contrasts Between Fordist and Post Fordist Production 127
4.1 Holistic Relational Coordination 129
5 Transactional Versus Transformational Leadership 130
6 Beyond Fordist and Weberian Bureaucracy 132
6.1 Weber’s Disavowal 132
6.2 Relational Coordination and Psychological Contract 134
7 Not Learning from Lean: New Public Management 135
8 Learning from Lean in Health Services: The US and Sweden 138
8.1 Learning from Lean in the US 138
8.2 Learning from Lean in Sweden 139
9 Implications and Suggestions for Future Research 140
9.1 Skill Enhancement and Skills Path Planning 140
9.2 Job Redesign and Role Enhancement 141
9.3 Dialogue and Job Redesign 142
References 143
6 Examination of Service Quality Gaps: Evidence from State Bank of India 148
Abstract 148
1 Introduction 148
2 Survey of Existing Literature 149
3 Objectives of the Study 152
4 Limitations of the Study 152
5 Methodology 153
5.1 Measures and Analysis 153
6 Analysis and Findings 153
7 Conclusions 156
References 156
7 Application of Fuzzy QFD for Environmentally Conscious Design of Mobile Phones 158
Abstract 158
1 Introduction 158
2 Literature Review 159
2.1 Literature Review on Environmentally Conscious Development of Mobile Phones 159
2.2 Literature Review on Applications of Fuzzy QFD 160
3 Methodology 162
4 Case Study 163
4.1 Identification of Customer Requirements 163
4.2 Fuzzy Preference Relation 163
4.3 Application of Fuzzy QFD for Mobile Design 165
5 Results and Discussions 168
5.1 Practical Implications 168
6 Conclusions 168
6.1 Future Scope and Limitations 169
References 169
8 From New Public Management to New Public Services: Challenges for Hospital Governance and Lean and Hybrid Management 170
Abstract 170
1 Introduction 170
2 Governance, Efficiencies and Management 172
2.1 Neglected Historical Perspective 173
3 ‘Good Governance’ Models 175
4 From Social Justice to ‘New Public Management’ 176
4.1 Explicit and Implicit Logics 178
4.2 Lean and Social Rather Than Technical—and Green 179
4.3 ‘New Public Services’—and the Recovery of Social Values 180
5 Levels, Logics and Hybrid Management 182
5.1 Positive and Negative Hybridity 182
5.2 Explicit and Implicit Logics 183
5.3 Bourdieu, Conflicting Logics and Outcomes 184
5.4 Hybridity, Complexity and Identities 184
5.5 Hybrid Reorganisation of Hospital Services in France 185
6 Asking the Wrong Questions 186
6.1 Values, Beliefs and Tacit Knowledge 187
6.2 Tacit Knowledge, Latent Abilities and Hybrid Skills 187
7 Social, Economic and Political Implications 191
References 192
9 Educational Impact on Attitudinal Responses of Employees: Banking Industry Perspective 197
Abstract 197
1 Introduction 197
1.1 Socialization Theories 198
1.2 Allocation Theories 198
1.3 Institutional Theories 198
2 Effects of Education 199
2.1 Response to Autonomy 203
2.1.1 Quality Internalization 203
2.1.2 Self-efficacy 203
2.1.3 Personal Initiative 206
2.2 Job-Satisfaction 206
2.3 Achievement Orientation 208
2.4 Higher Order Need Strength 210
2.5 Organisational Citizenship Behaviour 210
2.6 Organisational Retaliatory Behaviour 211
2.7 Cognitive Appraisal of Pay and Job 211
2.8 Intrinsic Motivation 211
2.9 Job-Involvement 212
3 Discussion 212
References 213
10 Corporate Social Responsibility Role in SMEs: A Critical Way of Thinking in Green and Lean Management Arena 215
Abstract 215
1 Introduction 215
2 SMEs Relevance 216
3 What Do We Understand by Corporate Social Responsibility? 217
4 Contributing Factors to Corporate Social Responsibility 219
5 Corporate Social Responsibility Relevance to Organizations 220
6 Corporate Social Responsibility Policies and Practices 220
7 Corporate Social Responsibility Practices: Who Benefits? 221
7.1 The Employees 221
7.2 The Clients 222
7.3 Lenders and Suppliers 222
7.4 The Community 222
8 Critics to Corporate Social Responsibility Implementation 222
9 HRM and CSR in SMEs 223
10 Proposals to the Implementation of Social Responsible Practices in SMEs 225
11 Final Remarks 226
References 227
Index 229

Produkt-Details

• Erscheint lt. Verlag: 12.10.2016
• Reihe/Serie: Management and Industrial Engineering
• Reihe/Serie: Management and Industrial Engineering
• Zusatzinfo: XI, 225 p. 27 illus., 14 illus. in color.
• Verlagsort: Cham
• Sprache: englisch
• Themenwelt: Technik
• Themenwelt: Wirtschaft ► Betriebswirtschaft / Management ► Logistik / Produktion
• Schlagworte: Cost Reductions • Engineering Economics • Green Management • Lean Management • Production Time Reductions • Recycling in Production Management • Supply Chain Management • Sustainability in Engineering • Sustainable Buiness Practice • sustainable production
• ISBN-10: 3-319-44909-5 / 3319449095
• ISBN-13: 978-3-319-44909-8 / 9783319449098