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An Implementation Model for Lean and Green

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Understanding the Lean Enterprise

Part of the book series: Measuring Operations Performance ((MEOP))

Abstract

Most published articles on the adoption of Lean and Green (L&G) concepts in industry only address specific aspects, rather a holistic approach. Several levels of L&G internalisation are identified. Starting at the highest level, with the conceptual acceptance of L&G; although Green concerns are recognised as important, they are still perceived as costly and unrelated to Lean in the majority of companies. The key drivers of L&G implementations are contingent to the industry sector, geographies and the host organisation, regulations and a number of external influencers also affect growing pressure for Green improvement. It is only when L&G is reflected at strategic and decision-making level that it can be said to be internalised. Therefore this research, including literature review, interviews and survey, discusses how L&G can be internalised and adopted as a new strategic business model with a company and, in addition, the paper sets out to describe a method for a L&G operational implementation rollout.

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Authors and Affiliations

  1. Marchar Consulting Ltd., 14 Browlow St., Leamington Spa, CV32 5XH, UK

    Sophie M. C. David

  2. Buckingham Business School, University of Buckingham, Buckingham, MK18 1EG, UK

    Pauline Found

Authors
  1. Sophie M. C. David
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  2. Pauline Found
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Correspondence to Pauline Found .

Editor information

Editors and Affiliations

  1. Department of Economics and Management, University of Ferrara, Ferrara, Italy

    Andrea Chiarini

  2. Buckingham Business School, University of Buckingham, Buckingham, United Kingdom

    Pauline Found

  3. School of Management, Swansea University, Swansea, United Kingdom

    Nicholas Rich

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David, S.M.C., Found, P. (2016). An Implementation Model for Lean and Green. In: Chiarini, A., Found, P., Rich, N. (eds) Understanding the Lean Enterprise. Measuring Operations Performance. Springer, Cham. https://doi.org/10.1007/978-3-319-19995-5_1

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