Professional Documents
Culture Documents
Sustainable Manufacturing Greening Processes Using Specific Lean Production Tools An Empirical Observation From European Motorcycle Component Manufact
Sustainable Manufacturing Greening Processes Using Specific Lean Production Tools An Empirical Observation From European Motorcycle Component Manufact
a r t i c l e i n f o
a b s t r a c t
Article history:
Received 13 April 2013
Received in revised form
1 July 2014
Accepted 29 July 2014
Available online 11 August 2014
The main objective of this research is to investigate whether or not Lean Production tools can help reduce
the environmental impacts of manufacturing companies. The research is based on empirical observation
inside ve European companies that manufacture motorcycle components and which are also committed
to Lean and environmental management. The environmental impacts of the production processes of the
ve companies were observed and measured before and after the implementation of ve Lean tools:
Value Stream Mapping (VSM), 5S, cellular manufacturing, Single Minute Exchange of Die (SMED) and
Total Productive Maintenance (TPM). Comparison of the before and after quantitative results reveals
interesting and novel results which contribute to the research on the effects of Lean Production on
environmental impacts. In particular, VSM can be used to identify the environmental impacts of production processes. 5S can be useful for reducing oil leakage and improving waste management. Cellular
manufacturing can lead to a decrease in electricity consumption, whereas TPM can help to reduce several
impacts of the machines, such as oil leakage and emissions of dusts and chemical fumes into the atmosphere. By contrast, no signicant improvement in environmental impacts was measured after
implementation of SMED. The result of this empirical research also revealed other interesting positive
effects concerning electricity consumption in general as well as standardization of activities and worker
behavior. The originality of this research lies in observing and measuring the effects on environmental
impacts of the implementation of ve Lean tools, inviting further research toward a general model of
Lean Production for the greening of production processes.
2014 Elsevier Ltd. All rights reserved.
Keywords:
Lean production
Environmental management
Environmental impacts
Lean tools
1. Introduction
For the past few decades Lean Production has been considered a
well-consolidated strategy for cutting down costs, especially costs
related to production processes. Lean Production stems from the
so-called Toyota Production System (TPS); a term coined by
Womack et al. (1991). Researching inside the automotive sector and
comparing results with the performance of the excellent car
manufacturer Toyota, Womack et al. reported on seven particular
wastes to be avoided in production processes. According to Ohno
(1988), former Executive Vice President at Toyota who can be
considered the founder of TPS, these seven wastes are:
- Overproduction
- Excessive inventory
Transportation
Unnecessary motion
Defects
Waiting and delay
Overprocessing.
By avoiding the seven wastes a company can reduce its production costs and accelerate product lead-time inside a plant layout
(Chiarini, 2012a; Chiarini, 2013d).
Lean Production offers several tools to help companies reduce
wastes. It is out of the scope of this paper to investigate in what
ways these tools affect the wastes. The most important Lean Production tools are Value Stream Mapping (VSM) for identifying the
wastes in plant layout (Rother and Shook, 2003), 5S for setting in
order and cleaning up workplaces (Brunet and New, 2003), cellular
manufacturing for grouping machines and workplaces (Ohno,
1988), Single Minute Exchange of Die (SMED) for reducing machine set-ups (Shingo, 1989) and Total Productive Maintenance
227
2. Literature review
There are many papers dedicated to Lean Production (Ohno,
1988; Shah and Ward, 2007) and its tools and a review would be
beyond the scope of this research. The papers mainly investigate
how Lean can reduce the lead time of processes to avoid the abovementioned seven wastes.
Many authors have suggested the investigation of new strategies and tools to increase environmental performance. According to
these authors, strategies such as ISO 14001 certication, Life-Cycle
Assessment (LCA), waste management, reuse and reproduction, to
mention but a few, should be integrated and supported by other
manufacturing management systems (Zeng et al., 2010; Lucas,
2010; Jiang et al., 2011; Illge and Preuss, 2012; Spetic et al., 2012;
Enderle et al., 2012; Guziana and Dobers, 2012; Fujii et al., 2013;
Guoyou et al., 2013; Cheah et al., 2013; Van Hoof and Lyon, 2013;
Chiarini, 2013c; Bracci and Maran, 2013). However, these authors
did not directly suggest the implementation of Lean Production or
of its tools and principles.
By contrast, there are few papers which directly explore the
relationship between Lean Production and environmental or green
management. In the 1990s some authors (Romn, 1994; NEPI, 1999;
Vickers, 2000) started investigating the subject. For the rst time,
through observational case studies, these authors noticed a relationship between the two systems. However, in these rst papers
the relationship was not explored.
However, at the beginning of 2000s a more relevant debate on
the topic started. Indeed, research about the integration of Lean
agile systems and environmental sustainability of the supply chain
seems to have become more prolic as many papers demonstrate
(King and Lenox, 2001; EPA, 2003; Larson and Greenwood, 2004;
Hansen et al., 2004; Kleindorfer et al., 2005; Welford and Frost,
2006; Kainuma and Tawara, 2006; Venkat and Wakeland, 2006;
Bergmiller and McCright, 2009a; Carvalho and Cruz-Machado,
2009; Mollenkopf et al., 2010; Thun and Mller, 2010; Heras-
Table 1
Environmental impacts linked with manufacturing waste (source: EPA, 2003).
Waste type
Environmental impact
Defects
Waiting
Overproduction
Movement and
transportation
Inventory
Complexity and
overprocessing
Unused creativity
228
229
230
Table 2
Environmental benets observed by applying 5S.
Table 3
Environmental benets observed by applying cellular manufacturing.
5S activity
Table 5
Environmental benets observed by the application of TPM.
TPM activity
Benet observed
231
Table 6
Measurement of the environmental benets before and after implementation of Lean tools.
Lean tool
Impact
Unit
5S
Greased rags
Rags for solvent
Oil leakage on the oor
Cellular
Electricity consumption
manufacturing of the truck
SMED
Electricity consumption
of the truck
TPM
Oil leakage on the oor
Dispersed dusts in
the layout
Volatile organic
compounds
Isocyanate emissions
Ammonia emissions
kg/month
1.1
kg/month
0.8
L/month
3.8
Kwh/month 121
C2
C3
C4
C5
2
0.7
4
116
1.8
1.9
3.1
117
2.2
2
3.9
128
1.7
1.1
1.1
110
1.76
1.425
3.18
118.4
0.4159327 0.3
0.6291529 0.1
1.2153189 0.4
6.6558245 38
C1
C2
C3
C4
C5
0.4
0.2
0.3
41
0.6
0.2
0.1
36
0.3
0.2
0
39
0.3
0.2
0.1
40
0.38
0.18
0.18
38.8
0.130384
0.0447214
0.1643168
1.9235384
Kwh/month
0.1
0.2
0.1
0.1
0.2
0.15
0.057735
0.1
0.1
0.1
0.1
0.2
0.12 0.0447214
L/month
mg/m3
5.1
9.1
3.8
9
2.6
6.4
4.8
3.1
4.2
2.3
4.1
5.98
0.9797959
3.1964042
0.3
2.3
0.2
2.4
0.4
2.2
0.4
1.9
0.4
2
0.34 0.0894427
2.16 0.2073644
11.4
14.2
11.6
17.3
2.3979158
8.9
8.8
9.1
8.96 0.1140175
0.02
4.1
0.02
4.1
0.01
3.9
0.03
5.2
0.02
4.3
0.02 0.0070711
4.32 0.5118594
mg/m3
mg/m3
mg/m3
0.06
6.7
0.07
6.4
14
0.04
6.3
0.04
12.4
0.02
4.5
13.7
0.046 0.0194936
7.26 3.0005
232
References
Aghajani, M., Keramati, A., Javadi, B., 2012. Determination of number of kanban in a
cellular manufacturing system with considering rework process. Int. J. Adv.
Manuf. Technol. 63 (9e12), 1177e1189.
Bergmiller, G.G., McCright, P.R., 2009a. Parallel models for lean and Green operations. In: Proceedings of the 2009 Industrial Engineering Research Conference.
Miami,
FL.
Available
at:
http://zworc.com/site/publications_assets/
ParallelModels.pdf (accessed 06.04.12.).
Bergmiller, G.G., McCright, P.R., 2009b. Are lean and green programs synergistic. In:
Proceedings of the 2009 Industrial Engineering Research Conference, Miami, FL.
Available
at:
http://zworc.com/site/publications_assets/
areleanandgreenprogramssynergistic.pdf (accessed 16.03.14.).
Bergmiller, G.G., McCright, P.R., 2009c. Lean manufacturers transcendence to green
manufacturing. In: Proceedings of the 2009 Industrial Engineering Research
Conference, Miami, FL. Available at: http://zworc.com/site/publications_assets/
LeanManufacturersTranscendence.pdf (accessed 16.03.14.).
Bracci, E., Maran, L., 2013. Environmental management and regulation: pitfalls of
environmental accounting? Manag. Environ. Qual. Int. J. 24 (4), 538e554.
Brunet, P., New, S., 2003. Kaizen in Japan: an empirical study. Int. J. Operat. Prod.
Manag. 33 (12), 1426e1446.
Bryman, A., 2004. Social Research Methods. Oxford University Press, Oxford, UK.
Carvalho, H., Cruz-Machado, V., 2009. Integrating Lean, Agile, Resilience and Green
Paradigms in Supply Chain Management (LARG_SCM). Available at: http://cdn.
intechweb.org/pdfs/15530.pdf (accessed 22.03.12.).
Cheah, L., Duque Ciceri, N., Olivetti, E., Matsumura, S., Forterre, D., Roth, R.,
Kirchain, R., 2013. Manufacturing-focused emissions reductions in footwear
production. April J. Clean. Prod. 44, 18e29.
Chiarini, A., 2012a. Lean production: mistakes and limitations of accounting systems inside the SME sector. J. Manuf. Technol. Manag. 23 (5), 681e700.
Chiarini, A., 2012b. Risk management and cost reduction of cancer drugs using lean
six sigma tools. Leadersh. Health Serv. 25 (4), 318e330.
Chiarini, A., 2013a. Designing an environmental sustainable supply chain through
ISO 14001 standard. Manag. Environ. Qual. Int. J. 24 (1), 18e30.
Chiarini, A., 2013b. Relationships between total quality management and six sigma
inside European manufacturing companies: a dedicated survey. Int. J. Prod.
Qual. Manag. 11 (2), 179e194.
Chiarini, A., 2013c. Strategies for developing an environmentally sustainable Supply
chain: differences between manufacturing and service sectors. Bus. Strategy
Environ. http://dx.doi.org/10.1002/bse.1799.
Chiarini, A., 2013d. Building a Six Sigma model for the Italian public healthcare
sector using grounded theory. Int. J. Serv. Oper. Manage. 14 (4), 491e508.
Des, C.M., Tan, K.H., Lim, M., 2013. Green as the new lean: how to use lean practices as a catalyst to greening your supply chain. February J. Clean. Prod. 40,
93e100.
Enderle, P., Nowak, O., Kvas, J., 2012. Potential alternative for water and energy
savings in the automotive industry: case study for an Austrian automotive
supplier. October J. Clean. Prod. 34, 146e152.
Environmental Protection Agency e EPA, 2003. Lean Manufacturing and the Environment.
EPA100-R-03e005.
Available
at:
http://www.epa.gov/lean/
environment/pdf/leanreport.pdf (accessed 02.04.12.).
European Commission, 1993. 94/3/EC: Commission Decision of 20 December 1993
Establishing a List of Wastes Pursuant to Article 1a of Council Directive 75/442/
EEC
on
Waste.
http://eurlex.europa.eu/smartapi/cgi/sga_doc?smartapi!
celexplus!prod!CELEXnumdoc&numdoc31994D0003&lgen
(accessed
05.09.12.).
European Commission, 2008. Environment Legislation e Ambient, Air Quality.
http://ec.europa.eu/environment/air/legis.htm. accessed 03.09.12.).
Fujii, H., Iwata, K., Kaneko, S., Managi, S., 2013. Corporate environmental and economic performance of Japanese manufacturing rms: empirical study for sustainable development. Bus. Strategy Environ. 22 (3), 187e201.
233
Ohno, T., 1988. Toyota Production System: beyond Large Scale Production. Productivity Press, New York, NY.
Romn, J., 1994. Lean and Clean Management: How to Boost Prots and Productivity
by Reducing Pollution. Kodansha International, New York, NY.
Rother, M., Shook, J., 2003. Learning to See. The Lean Enterprise Institute, Brookline,
MA.
Seuring, S., 2011. Supply chain management for sustainable products e insights
from research applying mixed methodologies. Bus. Strategy Environ. 20 (7),
471e484.
Shah, R., Ward, P.T., 2007. Dening and developing measures of lean production.
J. Operat. Manag. 25 (4), 785e805.
Shingo, S., 1989. Study of the Toyota Production System: from an Industrial Engineering Viewpoint. Productivity Press, New York, NY.
Shukla, N., Choudhary, A.K., Prakash, P.K.S., Fernandes, K.J., Tiwari, M.K., 2013. Algorithm portfolios for logistics optimization considering stochastic demands
and mobility allowance. Int. J. Prod. Econ. 141 (1), 146e166.
Simons, D., Mason, R., 2003. Lean and green: doing more with less. ECR J. 3 (1),
84e91.
Simpson, D., Samson, D., 2010. Environmental strategy and low waste operations:
exploring complementarities. Bus. Strategy Environ. 19 (2), 104e118.
Spetic, W., Marquez, P., Kozak, R., 2012. Critical areas and entry points for
sustainability-related strategies in the sugarcane-based ethanol industry of
Brazil. Bus. Strategy Environ. 21 (6), 370e386.
Thun, J.H., Mller, A., 2010. An empirical analysis of green supply chain management in the German automotive industry. Bus. Strategy Environ. 19 (2),
119e132.
Van Hoof, B., Lyon, T.P., 2013. Cleaner production in small rms taking part in
Mexico's sustainable supplier program. February J. Clean. Prod. 41, 270e282.
Venkat, K., Wakeland, W., 2006. Is Lean necessarily green?. In: Proceedings of the
50th Annual Meeting of the ISSS, ISSS 2006 Papers. Available at: http://www.
cleanmetrics.com/pages/ISSS06-IsLeanNecessarilyGreen.pdf
(accessed
25.04.12.).
Vickers, I., 2000. Cleaner production: organizational learning or business as usual?
An example from the domestic appliance industry. Bus. Strategy Environ. 9 (4),
255e268.
Welford, R., Frost, S., 2006. Corporate social responsibility in Asian supply chains.
Corp. Soc. Responsib. Environ. Manag. 13 (3), 166e176.
Wills, B., 2009. Green Intentions e Creating a Green Value Stream to Compete and
Win. Productivity Press, New York, NY.
Womack, J.P., Jones, D.T., Ross, D., 1991. The Machine that Changed the World: the
Story of Lean Production. Harper Collins, New York, NY.
Zeng, S.X., Meng, X.H., Yina, H.T., Tamb, C.M., Suna, L., 2010. Impact of cleaner
production on business performance. J. Clean. Prod. 18 (10e11), 975e983.