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K. Muralidharan
This work is subject to copyright. All rights are solely and exclusively
licensed by the Publisher, whether the whole or part of the material is
concerned, specifically the rights of translation, reprinting, reuse of
illustrations, recitation, broadcasting, reproduction on microfilms or in
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dissimilar methodology now known or hereafter developed.
The publisher, the authors and the editors are safe to assume that the
advice and information in this book are believed to be true and accurate
at the date of publication. Neither the publisher nor the authors or the
editors give a warranty, expressed or implied, with respect to the
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been made. The publisher remains neutral with regard to jurisdictional
claims in published maps and institutional affiliations.
This Springer imprint is published by the registered company Springer
Nature Singapore Pte Ltd.
The registered company address is: 152 Beach Road, #21-01/04
Gateway East, Singapore 189721, Singapore
I dedicate this book to all those who
eat-less, sleep-less and use-less
Preface
This book builds on simple concepts like Lean and Green concepts,
which becomes an integral part of clean sciences and technologies. This
author believes that everything in excess is ‘wastes,’ whether it is
energy, food, infrastructure, machinery, comforts, facilities, techniques,
and so on. The environment, air, land, ecosystem, and climate are for all.
Climate change issues and environmental problems are prevalent these
days and pose various kinds of problems sustainable in our day-to-day
lives. The lean principle advocates waste elimination and improve
quality in process or product, and the Green concepts facilitate
sustainable practices and promotions. Therefore, there is an immediate
requirement to educate people to act positively towards the ill-effects of
waste and pollution. I firmly believe that the Lean, Green and Clean
concepts can facilitate a positive approach for a better quality of life.
The concept of writing this book was started when I was asked to
design a course for an undergraduate foundational level program
offered under Choice based credit system (CBCS) of our university,
where students from any discipline can join and acquire credits.
Foundational level courses are generally popular topics and offered to
students for enriching their tastes and preference for skill development
and personal excellence. I found a strong demand for teaching the
students about the quality concepts to be practiced in their daily life, as
other papers offered at the undergraduate program are not catering to
these needs. The book can be used for any foundation or regular
courses offered at any university irrespective of faculties and
disciplines. The necessary ingredients are incorporated into this book.
The book can attract a wider audience, including students, teachers,
Quality professionals, management consultants, Lean, and Six Sigma
professionals. Emphasis is laid on understanding and applying the
concepts of quality through project management and measurement-
based assessment methods.
There are plenty of books on Lean concepts available in the
literature. Even Lean ideas are discussed as a part of Lean Six Sigma,
Lean manufacturing, Six Sigma kind of philosophies as well. The
author’s book entitled Six Sigma for Organizational Excellence: A
Statistical Approach also covers lean concepts to some extent. Most of
the time, the discussion is centered around the Toyota Production
System (TPS) only, as they are responsible for introducing Lean
concepts way back in the 1980s. The author has also referred to some
books written on Green ideas, discussing the importance of being
sustainable in business and trade. The books by Keivan Zokaei A.
(Creating a Lean and Green Business System: Techniques for Improving
Profits and Sustainability, CRC, 2013) and Walter Crinnion (Clean, Green,
and Lean: Get Rid of the Toxins That Make You Fat, Wiley, 2010) are
closely related to the title of this book. The first book discusses the
benefits of using Lean and green concepts through TPS, as mentioned
above. The second book is written from a medical dietary point of view,
where some lean ideas are used to reduce food intake and its usages.
Almost all the literature offers how to improve productivity and
efficiency in their service processes. None of the books attempts to
make any recommendation for sustaining quality in personal or
professional life. Hence, I do not find any reason to believe that there is
any competition for this book. The proposed text is absolutely a
deviation from many other books in terms of its concepts, methodology,
and presentation. Along with improving business profits and growth,
this book also offers productivity and quality improvement through
sustainable and clean business practices.
Chapter 1 is an introduction, which will explore why we need to
have a sustainable quality of life. A green and clean environment
facilitates the best science/technology/business practices to optimize
the resources and availabilities, which in turn help us to address the
issues concerning sustainable and climate change issues. I feel that, for
sustainable quality life, developing a quality culture is essential for
universal peace and happiness. Chapter 2 presents the concepts of LGC.
Note that, for improving customer relationships, improved profitability,
and service/industrial/environment growth, the organizations should
strive for best business practices in tandem with environmentally
sustainable notions and practices. This is achieved through the
development of LGC concepts. To increase the knowledge of the
process, it is necessary to quantify the process variation inherent in the
process. For quantitatively understanding the process variations, we
discussed various measures of accuracy and precision in this chapter.
The importance of process performance and process capability
measures are also discussed in detail in this chapter.
The scientific and technological notions of LGC are presented in
Chap. 3. Here, we understand the importance of Green energy, Green
chemistry, Green supply chains, Green biology, etc., as they are the core
components for managing products and services subject to climate and
environmental change issues. We feel that the Learn, Green, and clean
methods can potentially recover energy, manage solid and liquid
wastes, and facilitate renewable energy requirements for future
generations.
A detailed discussion on various quality improvement methods like
Total Quality Management (TQM), Total Productive Maintenance (TPM),
Kaizen, 5S+ Safety and Security Techniques, 3M Techniques, Poka Yoke,
Set up Reduction, Just-in-Time Approach, Kanban, Six Sigma concepts,
Capability Maturity Model Integration (CMMI), etc. are presented in
Chap. 4. The improvement tools are critically examined for their
relevance in pursuit of LGC concepts. Among all improvement methods,
Six Sigma supports various tenets of quality improvement by reducing
variation and waste. Hence, it is considered to be one of the powerful
tools for recovering Return on Investment (ROI) and maximizing the
process quality.
The aspects of LGC quality assessment models are presented in
Chap. 5. The relevance of ISO 9000 series, Environmental management
system (EMS), Eco-Management and Audit Scheme (EMAS), Corporate
sustainable business practices, Occupational Health and Safety
Assessment Systems (OHSAS), Emission auditing, Carbon Management,
Climate models and Life cycle assessment is critically examined in this
chapter.
The essence of LGC is presented through the concept of Green
Statistics (this author first studied the idea) in Chap. 6. It is stressed
that any quality concept creates constancy of purpose toward
improving product and service to become competitive and to stay in
business and provide jobs. Towards this, a new concept called “Green
Statistics” is introduced by the authors Muralidharan and Ramanathan
(2012) based on measurement-based evaluation and assessment of the
product, process, and service quality. Green Statistics are used to
evaluate the economic and financial performance of business activities
and improve the environmental concerns which impact climate change.
It is recommended that there is a need for tools to promote the
development and improvement of green performance measures and
supply chain management and data and information use relating to
green supply chain management (GSCM). This requirement is studied
in detail, connecting GSCMs relevance with E-commerce, Big Data
Analytics, Industry 4.0, Reverse logistics, Reverse Engineering, and
Reliability engineering. The chapter also provides the quality guidelines
underlying the Green statistics concepts of sustainable products and
services.
The methods of achieving and promoting LGC concepts in daily life
are studied in Chap. 7. It is believed that a business that is carbon-
positive, wastes nothing, is regenerative to environments, and has a
positive effect on people’s lives. Hence, there should include a flexible
quality audit and policies for producing sustainable products and
services for the generations to come. It is also found that plans for
legislative, social, and political pressures are also imposed on
manufacturers to reduce their global warming contribution during
production and use. We recommend that quality policy shall be
consistent with the company’s strategy, and the top management must
share all the necessary measures to ensure that its corporate quality
policy is clearly understood, implemented, and maintained. This will
ensure the extent of the commitment of top management to quality. To
resist the modern-day challenges in business, it is essential to carry out
Green quality policy and quality audits when new products and
services are introduced in the organization.
We provide an elaborate study on the control, monitoring, and
deployment of LGC principles for a sustainable quality life in Chap. 8.
Although quality concepts are perceptional and notional, monitoring
and control of quality are equally essential as we do it in the case of
processes and products for understanding assignable and chance
causes of variations. To make a product defect-free, it is natural to
minimize the variation of a process. Hence quantifying the amount of
variation in a process is the first and the critical step towards
improvement. Therefore, we study and show the relevance of various
statistical quality tools of monitoring variation and control of the
quality of a process. We strongly recommend that visual presentations
better communicate with the audience faster and effectively, and
convincing quality aspects become easy. Some detailed discussion on
correlation and regression analysis, Design of Experiments (DOE), and
Cause and Effect (C&E) diagram is presented in this chapter. The
necessity of organizing company-wide Quality Function Deployment
(QFD) is also stressed in this chapter. QFD promotes cross-functional
teamwork and gets the right people together, early, to work efficiently
and effectively to meet customers’ needs. QFD is a structured
methodology to identify and translate customer needs and wants into
technical requirements and measurable features and characteristics.
We feel that developing performance metrics and track them every day
to monitor for quality is the best things one should do for realizing the
LGC benefits. To identify those metrics, one should get into the root
cause of the problem. Root cause analysis (RCA) is the process of
identifying causal factors using a structured approach with techniques
designed to provide a focus for identifying and resolving problems and
risks. The chapter provides a comprehensive discussion on Dashboards
and prioritization concepts too.
Chapter 9 provides some case studies based on LGC philosophy. The
case studies are prepared based on organizational problems and
contexts. Chapter 10 is the concluding chapter. We have pointed out
that quality life addresses all concerns of society and environment
suitably incorporating all types of externalities experienced by the
stakeholders of an organization. Establishing a close watch on the
externalities should be the primary concern of all human beings. In this
process, human beings should forgo their egos and priorities for the
betterment of other living people, if it matters the livelihood of others.
The need for increasing value-added activities is necessary for
understanding the right product with the right capabilities. The
identification of non-value added activities is essential to ascertain the
COQ and COPQ associated with any process or organizational events.
For new generation business ventures and startup initiatives, the
development of Lean culture is a must to get speedy results quickly.
With this aim, we offer many quality guidelines and recommendations
for increasing quality in everyone’s life.
K. Muralidharan
Vadodara, India
Acknowledgements
Writing this kind of book was not as easy as I initially thought. Firstly,
the book was developed on a philosophical note incorporating a new
generation thought process on livelihood, business, and sustainable
practice. Secondly, since the materials are all dispersed and integrating
three different concepts (Lean, Green, and Clean) in a single platform
was a difficult task altogether. Along with many text and reference
books, I was forced to read much literature based on magazines and
general books. Close monitoring of news items appearing in daily
newspapers and contemporary articles also helped me a lot in this
process. Notably, the Speaking Tree edition of Time of India was
beneficial for changing my attitude towards life and approach, which
further penetrated my interest in writing this kind of book to its
completion. Some of my lecture notes, conference presentations, and
articles published in various journals and magazines also helped me to
realize this task.
I am thankful to several people for their suggestions and personal
feelings on this topic of discussion. I thank The Editor of Indian
Association for Productivity, Quality, and Reliability for permitting me
to use my articles published in their short communication
“Communiqué” in various issues. I also consulted and used Wikipedia
and other online site materials for understanding the concepts and
current developments happening in Lean, Green, and Clean concepts. I
sincerely acknowledge the online library and web sites for this. I am
grateful to my faculty colleagues Dr. Aruna Joshi, Professor of Botany,
and Dr. Bhavna Trivedi, Professor of Chemistry, for contributing some
materials on Green energy and Green Chemistry, respectively. I also
thank my friend, Mr. Venkatesh, a professor of English at my university,
to go through the manuscript for language corrections and grammar.
It is my duty to acknowledge Mr. Dhiraj K. Patel of my department
and Dr. V. O. Thomas of Mathematics department for their lovable
affection and encouragement conferred on me. Thanks are also due to
Dr. Khimya Tinani, Dr. Pratima Bhavagosai, and Mr. Agniva Das
(Research Scholar) of my department and Linta Paulson of Zoology
department for their valuable help rendered for proof-reading and
other assistance.
I have a dual mixed feeling of happiness and sadness to state that
the lockdown due to COVID-19 was a blessing in disguise for me, as I
got enough time to spare for revising the chapters and its contents. At
the same time, I am very much concerned about the increasing
incidence of infection and deaths due to the virus pandemic. This
incident has sensitized my thought process to some extent. The
pandemic is giving us many lessons to learn from nature and the
environment. I acknowledge all those scientists and doctors close to
our ecosystem and biodiversity for defeating the virus menace.
I must also submit that this book took many excruciatingly small
steps and exacted a heavy toll on my evenings, weekends, and
vacations. Therefore, it is a matter of pride for me to express my
feelings to my wife, Mrs. Lathika, and sons Vivek and Varun for their
complete silence throughout the writing of this book.
I also take this opportunity to thank the editor and the team of
production of Springer Nature for their valuable service rendered to me
in this endeavor.
Vadodara, India
K. Muralidharan
Acronyms
ALT Accelerated life test
ANOVA Analysis of variance
AR Augmented reality
ARL Average run length
ASCM Agile Supply Chain Management
ASQ American Society for Quality
ATS Average time to signal
BB Black belts
BDA Big Data Analytics
BIBD Balanced incomplete block design
BIC Bayesian information criterion
BIS Bureau of Indian Standards
BSC Balanced score card
C&E Cause and effect
CBA Cost-benefit analysis
CC Cloud Computing
CED Cause and effect diagram
CL Control limit
CLT Central limit theorem
CMM Capability maturity model
CMMI Capability maturity model integration
CNG Compressed natural gas
COPQ Cost of poor quality
COQ Cost of quality
COV Covariance
CPA Cleaner production Assessment
CPM Critical path method
CRD Completely randomized design
CSF Critical success factors
CSR Corporate social responsibility
CTC Critical to cost
CTD Critical to delivery
CTP Critical to process
CTQ Critical to quality
CTS Critical to safety
CV Coefficient of variation
CVM Contingent Valuation Method
DEIT Department of Electronics and Information Technology
DFM Demand Flow Manufacturing
DFR Design for reliability
DFSS Designed for Six Sigma
DIDOV Define-Identify-Design-Optimize-Verify
DMADV Define-Measure-Analyze-Design-Validate
DMAIC Define-Measure-Analyze-Improve-Control
DMEDI Define-Measure-Explore-Develop-Implement
DOE Design of experiments
DPMO Defects per million opportunities
DPO Defects per opportunity
DPU Defect per unit
EDA Exploratory data analysis
EMAS Eco-Management and Audit Scheme
EMS Environmental management standards
ERP Enterprise Resource Planning
ESS Environmental Stress Screening
EWMA Exponentially weighted moving average
FMEA Failure mode effect analysis
FTA
Fault tree analysis
GB Green belts
GDP Gross Domestic Product
GHG Greenhouse Gas
GNP Gross National Product
GRPI Goals-roles and responsibilities-processes-procedures
GS Green Statistics
GSCM Green supply chain management
GSS Green Six Sigma
GSSCM Green Statistics Supply Chain Management
ICT Information and Communication Technology
ID Interrelationship diagram
IoT Internet of Things
IPO Input-Process-Output
IPR Intellectual Property Right
ISO International Organization for standardization
IT Information technology
ITES Information technology enabled services
JUSE Union of Japanese Scientists and Engineers
KMI Key marketing indicators
KPI Key performance indicators
KPIV Key process input variables
KPOV Key process output variables
LCA Life-cycle assessment
LCL Lower control limit
LEED Leadership in Energy and Environmental Design
LGC Lean, Green, and Clean
LPG Liquefied petroleum gas
LSCM Lean supply chain management
LSD
Latin square design
LSL Lower specification limit
LSS Lean Six Sigma
MBO Management by objectives
MDG Millennium Development Goals
MIS Management information system
MRL Mean residual life
MSA Measurement system analysis
MSE Mean square error
MTBF Mean time between failures
MTTF Mean-time-to-failure
MTTR Mean-time-to-repair
NAPCC National Action Plan on Climate Change
NeGP National e-Governance Plan
NVA Non value added
OEE Overall Equipment Effectiveness
PBIBD Partially balanced incomplete block design
PDCA Plan–Do–Check–Act
PM Project management
PPM Parts per million
PPP Public-Private Partnership
QC Quality control
QCI Quality council of India
QD Quartile deviation
QE Quality engineering
QFD Quality function deployment
QM Quality management
QMS Quality Management System
QPM Quantitative process management
R&R
Repeatability and reproducibility
RBD Randomized block design
RCA Root cause analysis
RE Reverse engineering
RL Reverse logistics
ROI Return of investment
RP Recursive partitioning
RPN Risk priority number
SCM Supply chain management
SD Standard deviation
SDG Sustainable Development Goals
SIPOC Supplier-Input-Process-Output-Customer
SMART Specific-Measurable-Achievable-Relevant-Timely
SNG Synthetic Natural Gas
SOP Standard operating procedures
SOW Statement of work
SPC Statistical process control
SQC Statistical quality control
SS Six Sigma
SSM Six Sigma Marketing
SWOT Strength-Weakness-Opportunities-Threats
TCE Total Customer Experience
TFM Total Flow Management
THRM Total Human Resource Management
TOC Theory of Constraints
TOI Times of India
TOP Total opportunity
TPM Total productivity maintenance
TPS Total Performance Scorecard
TQC
Total quality control
TQM Total quality management
TRIZ Theory of inventive problem solving
TSM Total Service Management
UCL Upper control limit
UNDP United Nations Development Program
UNFCC United Nations Framework Convention on Climate Change
USL Upper specification limit
VA Value added
VAM Value analysis mapping
VIF Variance inflation factor
VOC Voice of customer
VOP Voice of process
VR Virtual Reality
VSM Value stream mapping
WHO World Health Organization
WIP Work in progress
WIQ Work in queue
WTA Willingness to accept
WTP Willingness to pay
Contents
1 Introduction
References
2 Lean, Green, and Clean Quality Concepts
2.1 Introduction
2.2 Lean, Green, and Clean Concepts
2.2.1 Developing Lean Culture
2.2.2 Developing Green Culture
2.2.3 Developing Clean Culture
2.3 Process Variations and Characteristics
2.3.1 Process Quality and Histogram
2.3.2 Process Accuracy Measures
2.3.3 Process Precision Measures
2.3.4 Process Capability Measures
2.4 Lean, Green, and Clean Quality Walk
2.5 Exercises
References
3 Lean, Green, Clean Sciences and Technologies
3.1 Introduction
3.2 Green Energy
3.3 Green Biology
3.4 Green Chemistry
3.5 Green Supply Chain Management
3.6 Green Technologies
3.7 Exercises
References
4 Lean, Green, and Clean Quality Improvement Models
4.1 Introduction
4.2 Uncertainty and Probability Models
4.2.1 Probability Model Development
4.2.2 Normal Distribution
4.2.3 Central Limit Theorem Explained
4.3 Total Quality Management
4.4 Total Productive Maintenance
4.5 Kaizen
4.6 5S + Safety and Security Techniques
4.7 3Ms Technique
4.8 Poka-Yoke
4.9 Setup Reduction
4.10 Just-in-Time Approach
4.11 Kanban
4.12 Six Sigma Concepts
4.12.1 Six Sigma Project Essentials
4.13 Capability Maturity Model Integration
4.14 Exercises
References
5 Lean, Green, and Clean Quality Assessment Models
5.1 Introduction
5.2 ISO 9000 Series
5.3 Environmental Management System
5.4 Eco-Management and Audit Scheme
5.5 Corporate Sustainable Business Practices
5.6 Occupational Health and Safety Assessment Systems
5.7 Emission Auditing
5.8 Carbon Management
5.9 Environmental Stress Screening
5.10 Climate Models
5.11 Life-Cycle Assessment
5.12 Cleaner Production Assessment
5.13 Other Assessment Models
5.14 Exercises
References
6 Green Statistics:Essence of Lean, Green, and Clean Sciences
6.1 Introduction
6.2 Green Statistics
6.3 Green Statistics Supply Chain Dynamics
6.4 Key Performance Measures Associated with Green Statistics
6.5 Green Methods of Evaluation
6.6 Green Statistics for Emerging Aspects of Business
6.6.1 E-Commerce and E-Governance
6.6.2 E-Governance in Information and Communication
Technology
6.6.3 E-Governance in Education
6.6.4 Quality in e-Governance
6.7 Big Data Analytics
6.8 Industry 4.0
6.9 Reverse Logistics
6.10 Benchmarking and Reverse Engineering
6.11 Reliability Engineering
6.11.1 Exponential Distribution
6.11.2 Weibull Distribution
6.11.3 Software Reliability
6.12 Simulation and Process Model Generation
6.12.1 Simulation of the Probability Model
6.12.2 Simulation of an Engineering Model
6.12.3 Simulation of Reliability Model
6.13 Green Statistics and Quality Certifications
6.14 Exercises
References
7 Achieving and Promoting Lean, Green, and Clean Quality
Objectives
7.1 Introduction
7.2 Achieving Lean Quality
7.3 Green Quality Policy
7.4 Green Quality Audit
7.5 Promoting Lean, Green, and Clean Thinking
7.6 Benefits of Being Lean, Green, and Clean
7.7 Exercises
References
8 Control, Monitoring, and Deployment of Lean, Green, and Clean
Activities
8.1 Introduction
8.2 Quality Assurance
8.3 Quality Control
8.3.1 Control Chart
8.3.2 Time Series Plot
8.3.3 Pareto Chart
8.3.4 Scatter Plots
8.3.5 Cause and Effect Analysis
8.3.6 Testing and Confirmatory Analysis
8.3.7 Design of Experiments
8.4 Quality Function Deployment
8.4.1 Dashboards
8.4.2 Prioritization Method
8.4.3 Root Cause Analysis
8.5 Exercises
References
9 Lean, Green, and Clean:Some Case Studies
9.1 Introduction
9.2 Case Study Based on Lean Six Sigma Project
9.3 Case Study Based on 5S and Sustainable Practices
9.4 Case Study Based on the Quality Walk
Reference
10 Moving Toward Sustainable Quality Life
10.1 Introduction
10.2 Identifying Value-Added Activities
10.2.1 Value Stream Mapping
10.2.2 Cost of Quality/Cost of Poor Quality
10.3 Leadership and People Engagement
10.4 Moving Toward Sustainable Quality Life
References
Appendix
Glossary of Terms
List of Figures
Fig.2.1 Typical organizational process
Fig. 8.11 Cause and effect diagram for high petrol consumption. (Source
Muralidharan, 2015)
Table 4.5 Area under the normal curve and the corresponding PPM
Table 4.6 Sigma level versus DPMO (includes a 1.5 Sigma shift)
Table 4.9 A project charter for optimization of the cycle time of pump
generation process
1. Introduction
K. Muralidharan1
(1) Faculty of Science, Maharaja Sayajirao University of Baroda,
Vadodara, Gujarat, India
*****
*****
On joskus sanottu, että Kaarlo Bergbom oli joka kerta, kun Ida
Aalberg tuli Suomalaiseen teatteriin, äärettömän iloinen ja että hän
huokasi helpotuksesta joka kerta, kun näyttelijätär taas lähti pois.
Heidän kirjeenvaihtonsa antaa sangen paljon tukea tämmöiselle
väitteelle. Aina 1880-luvun alusta lähtien Suomalaisen teatterin
johtaja kirjoittaa niin nöyriä ja pyytäviä kirjeitä, että toisinaan tuntuu
melkein pahalta, kun näkee, miten kopeasti ja vaateliaasti Ida
Aalberg niihin vastaa. Kaarlo Bergbomia kohtaan Ida Aalberg esiintyi
loppuun asti kuin hemmoteltu lapsi, joka äksyilee ja niskottelee ja
kokeilee, kuinka pitkälle vanhempien rakkaus ulottuu. Suhde ei tosin
tullut milloinkaan myöhemmin niin huonoksi, kuin se oli ollut 1890-
luvun alkuvuosina, mutta liiankin selvää on, että Ida Aalbergin
käyttäytyminen vanhaa suosijaansa kohtaan myöhemminkin jätti
toivomisen varaa.
Kunnioittaen
Kaarlo Bergbom.»
Kunnioituksella
Ida Aalberg-Uexküll.»
*****
*****
Kaarlo Bergbomin johdon suurin saavutus lienee siinä, että hän loi
kotimaisen ohjelmiston, vaikutti itseensä draamatuotantoon. Siinä
suhteessa Ida Aalberg koetti olla ehdottomasti uskollinen
traditsioneille. Ottamalla näyttämölle Linnankosken »Ikuisen
taistelun», Maila Talvion »Anna Sarkoilan» ja Eino Leinon
»Alkibiades» näytelmän hän ei noudattanut vain omia mielitekojaan
ja primadonna-vaatimuksiaan, vaan myöskin, ja lähinnä, Kaarlo
Bergbomin traditsioneja. Onni ei kruunannut hänen rohkeita
pyrkimyksiään. Kritiikki ei tosin sivuuttanut hänen innostuneen
työnsä tuloksia kylmästi, vaan tunnusti, että ohjaustoiminnan takana
oli voimakas tahto ja rikas mielikuvitus, mutta sittenkin jäi menestys
puolinaiseksi. Ibsenin »John Gabriel Borkmanin» esityksestä
suomalainen kritiikki sanoi tuomionsanoja ja paljon jyrkemmässä
muodossa kuin aikaisempi ulkomainen kritiikki »Hedda Gablerista»
ja »Rosmersholmista». Vapaaherra Uexküll-Gyllenband avusti
parhaansa mukaan Ida Aalbergia tässä ohjaustoiminnassa, mutta
hänen »uusi tekniikkansa» tai »psykologinen» suhtautumisensa
tehtäviin ei tullut ainakaan yleiseksi tietoisuudeksi Helsingin
arvostelijain kesken, kun he arvostelivat Ida Aalbergin ohjausta ja
näyttelemistä. »John Gabriel Borkmanin» esitys oli Ibseniin
kohdistuvaa väkivaltaa, sen voi lukea suopeidenkin arvostelujen
rivien välistä, Anna Sarkoilaa Ida Aalberg ainakin toisten mielestä
tulkitsi liiaksi suureen tyyliin.
Tarvittiin vain pieni kirje Juhani Aholta, kun Ida Aalberg unohti
ylpeytensä ja saapui vuoden 1914:n alussa Kansallisteatterin hänen
kunniakseen toimeenpanemiin suuriin juhliin.