Integracija metodologija za kontinuirano unapređenje i zelenih inovacija Put ka održivim organizacijama
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Jun 16, 2024
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Održive organizacije su one koje aktivno teže održivom razvoju i integrišu principe održivosti u sve aspekte svog poslovanja, uključujući i procese kontinuiranog poboljšanja. Takve organizacije prepoznaju važnost balansa između ekonomskih, ekoloških i društvenih faktora, te stalno rade na unapređenju svih tih oblasti. Ovaj rad, na osnovu teorijskih razmatranja. istražuje integraciju metodologija kontinuiranog poboljšanja, kao što su Kaizen i Lean pristupi, sa zelenim inovacijama i principima održivosti kako bi se postigla održiva poslovna praksa. Fokus je na razumevanju kako ove metodologije mogu podržati razvoj održivih organizacija i doprineti održivom razvoju.
Metodologije kontinuiranog poboljšanja, poput Kaizena i Lean pristupa, ističu značaj eliminacije gubitaka i optimizacije procesa, dok zelene inovacije teže unapređenju proizvoda i usluga sa minimalnim negativnim uticajem po životnu sredinu. Integracija ovih pristupa omogućava organizacijama da postignu ciljeve efikasnosti i konkurentnosti, istovremeno smanjujući svoj ekološki otisak. U radu je predlažen i model koji integriše koncepte Lean, KAIZEN™ i zelene inovacije za postizanje održivosti. KAIZEN™ pristup se koristi kako bi osigurala uključenost svih u organizaciji u smanjenju bilo kakvog negativnog ekološkog uticaja bez velikih kapitalnih ulaganja. Metodologija implementacije opisuje logičan niz koraka. Ona je sistematična, lako razumljiva i jednostavna u strukturi, i može se primeniti bez mnogo resursa od strane organizacija svih veličina i sektora.
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SALKUNIĆ, Alija; GADŽE, Lidija; VILA, Anđela.
Integracija metodologija za kontinuirano unapređenje i zelenih inovacija.
Zbornik Međunarodnog kongresa o procesnoj industriji – Procesing, [S.l.], v. 37, n. 1, p. 37-49, june 2024.
Dostupno na: <https://izdanja.smeits.rs/index.php/ptk/article/view/8042>. Datum pristupa: 15 oct. 2024
doi: https://doi.org/10.24094/ptk.024.037.
Sekcija
Inženjerski menadžment, kvalitet i standardizacija
Reference
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[28] Chauhan G., T. P. Singh, Measuring parameters of lean manufacturing realization. Measuring Business Excellence, 16(2012), 3, pp. 57-71.
[29] Aguado S., R. Alvarez, R. Domingo, Model of efficient and sustainable improvements in a lean production system through processes of environmental innovation. Journal of Cleaner Production, 47(2013), pp. 141-148.
[30] Thanki S., K. Govindan, J. Thakkar, An investigation on lean-green implementation practices in Indian SMEs using analytical hierarchy process (AHP) approach. Journal of Cleaner Production, 135(2016), pp. 284-298.
[31] Carvalho H., K. Govindan, S. G. Azevedo, V.Cruz-Machado, Modelling green and lean supply chains: An eco-efficiency perspective. Resources, Conservation and Recycling, 120(2017), 75-87.
[32] Dües C. M., K. H. Tan, M. Lim, Green as the new Lean: how to use Lean practices as a catalyst to greening your supply chain. Journal of cleaner production, 40(2013), pp. 93-100.
[33] Pampanelli A. B., P. Found, A. M. Bernardes, A Lean & Green Model for a production cell. Journal of cleaner production, 85(2014), pp. 19-30.
[34] Verrier B., B. Rose, E. Caillaud, Lean and Green Strategy: The Lean and Green House and Maturity Deployment Model. Journal of Cleaner Production 116(2016), pp. 150–156.
[35] Alves J. R. X., J. M. Alves, (2015). Production management model integrating the principles of lean manufacturing and sustainability supported by the cultural transformation of a company. International Journal of Production Research, 53(2015),17, pp. 5320-5333.
[36] Cherrafi A., S. Elfezazi, K. Govindan, J. A., Garza-Reyes, K. Benhida, A. Mokhlis, A. A framework for the integration of Green and Lean Six Sigma for superior sustainability performance. International Journal of Production Research, 55(2017),15, pp. 4481-4515.
[37] Ben Ruben R., S. Vinodh, P. Asokan, Implementation of Lean Six Sigma framework with environmental considerations in an Indian automotive component manufacturing firm: a case study. Production Planning & Control, 28(2017), 15, pp. 1193-1211.
[38] Ng R., J. S. C. Low, B. Song, Integrating and implementing Lean and Green practices based on proposition of Carbon-Value Efficiency metric. Journal of Cleaner Production, 95(2015), pp. 242-255.
[39] Hajmohammad, S., S. Vachon, R. D. Klassen, I. Gavronski, Lean management and supply management: their role in green practices and performance. Journal of cleaner production, 39(2013), pp. 312-320.
[40] Bergmiller G. G., P. R. McCright, Proceedings of the 2009 Industrial Engineering Research Conference, Are lean and green programs synergistic, 2009. Aviable: https://citeseerx.ist.psu.edu/document?repid=rep1&type=pdf&doi=22580ffe0cc45b2c067abc81a95521 8149004405 (10.3.2024.)
[41] Chiarini A. Sustainable manufacturing-greening processes using specific Lean Production tools: an empirical observation from European motorcycle component manufacturers. Journal of Cleaner Production, 85(2014), pp. 226-233.
[42] King A. A., M. J. Lenox, Lean and green? An empirical examination of the relationship between lean production and environmental performance. Production and operations management, 10(2001), 3, pp. 244-256.
[43] Langenwalter, G. (2006). Life” is our ultimate customer: From lean to sustainability. Target, 22(2006), 1, pp. 5-15.
[44] Lindahl, M. Engineering designers' requirements on design for environment methods and tools, Doctoral dissertation, KTH, Stockholm, Sweden, 2005.
[45] Berglund R., M. Karling, C. Mellby, Det värdefulla engagemanget: En guide för Lean och för andra strategier för utveckling. Swerea IVF AB. Sweden, 2011.
[46] Imai M. Gemba Kaizen. McGraw-Hill, New York, 1997.
[47] Cherrafi A., S. Elfezazi, B. Hurley, J. A. Garza-Reyes, V. Kumar, A. Anosike, L. Batista, Green and lean: a Gemba–Kaizen model for sustainability enhancement. Production Planning & Control, 30(2019), 5-6, pp. 385-399.
[48] Salkunic A., Lj. Stanojevic, S. Bogdanovic, J. Mago, Decarbonization Roadmap on the Example of Factories for the Production of Mineral Fertilizers and Phosphoric Acid in Serbia, 2023. Aviable: https://www.elixirgroup.rs/wp-content/uploads/2023/12/ELIXIR-MAPA-PUTA-dekarbonizacija.pdf (07.03.2024.)
[2] Schaltegger S., E. G. Hansen, F. Lüdeke-Freund, Business models for sustainability: Origins, present research, and future avenues. Organization & environment, 29(2016), 1, pp. 3-10.
[3] Putri H., I. Young, M. Gaddafi, The Effect of Lean Practices on Organizational Sustainability Through Green Supply Chain Management as Intervening Variables (Study on the Palm Oil Industry in North Sumatra Province). Journal of Economics, Finance And Management Studies, 5(2022), 1, pp.119-126.
[4] Kumar M., V. S. Rodrigues, Synergetic effect of lean and green on innovation: A resource-based perspective. International Journal of Production Economics, 219 (2020), pp. 469-479.
[5] Utterback J.M. Mastering the Dynamics of Innovation, Harvard University Business School Press. Boston, 2004.
[6] Blackhurst P. Manhart and E. Kohnke, The five key components for supply chain innovation, Supply Chain Management Review, 19(2015), 2, pp. 10-16.
[7] Nicoletti B. Optimizing innovation with the lean and digitize innovation process. Technology Innovation Management Review, 5(2015), 3, pp. 29-38.
[8] Sheng M. L., I. Chien, Rethinking organizational learning orientation on radical and incremental innovation in high-tech firms. Journal of Business Research, 69(2016), 6, pp. 2302-2308.
[9] Chen R. H. Effects of green operations and green innovation on firm’s environmental performance. Industrial Engineering & Management Systems, 13(2014), 2, pp. 118-128.
[10] Qi G. Y., L. Y. Shen, S. X. Zeng, O. J. Jorge, The drivers for contractors’ green innovation: an industry perspective. Journal of cleaner production, 18(2010), 14, pp. 1358-1365.
[11] Triguero A., L. Moreno-Mondéjar, M. A. Davia, Drivers of different types of eco-innovation in European SMEs. Ecological economics, 92(2013), pp. 25-33.
[12] Fernando Y., W. X. Wah, M. S. Shaharudin, Does a firm’s innovation category matter in practising eco-innovation? Evidence from the lens of Malaysia companies practicing green technology. Journal of Manufacturing Technology Management, 27(2016), 2, pp. 208-233.
[13] Cuerva M. C., Á. Triguero-Cano, D. Córcoles, Drivers of green and non-green innovation: empirical evidence in Low-Tech SMEs. Journal of Cleaner Production, 68(2014), 104-113.
[14] Kronborg Jensen J., K. Balslev Munksgaard, J. Stentoft Arlbjørn, Chasing value offerings through green supply chain innovation. European Business Review, 25(2013), 2, pp. 124-146.
[15] Lin R. J., R. H. Chen, F. H. Huang, Green innovation in the automobile industry. Industrial Management & Data Systems, 114(2014), 6 pp. 886-903.
[16] Ismyrlis V. Lean and Kaizen: the past and the future of the methodologies. In Lean Manufacturing (Chapter 2). IntechOpen, London, United Kingdom, 2021.
[17] Filipović J., M. Đurić, Osnove kvaliteta. Fakultet organizacionih nauka, Beograd, Srbija, 2009.
[18] Kaizen Institut Hrvatska KAIZEN™ Practitioner in Operations. Materijal sa predavanja u okviru edukacije koja je organizovana u sklopu UNDP projekta "Innovative and Just Green Transition as Tool for Securing Systemic Energy Security and Reducing Energy Poverty", Zagreb, Hrvatska, 2023.
[19] Panwar A., R. Jain, A. P. S. Rathore, Lean implementation in Indian process industries–some empirical evidence. Journal of Manufacturing Technology Management, 26(2015), 1, pp. 131-160.
[20] Singh B., S. K. Garg, S. K. Sharma, Scope for lean implementation: a survey of 127 Indian industries. International Journal of Rapid Manufacturing, 1(2010), 3, pp. 323-333.
[21] Kumar S., A. K. Dhingra, B. Singh, Implementation of the lean-kaizen approach in fastener industries using the data envelopment analysis. Facta Universitatis, series: Mechanical Engineering, 15(2017), 1, pp. 145-161.
[22] Imai M. Kaizen – The Key to Japan’s Competitive Success. Random House, New York, 1986.
[23] Hopp W. J., M. L. Spearman, Basic factory dynamics. Factory Physics, 3rd ed., McGraw-Hill, New York, 2008.
[24] Green K. W., P. J. Zelbst, J. Meacham, V. S. Bhadauria, Green supply chain management practices: impact on performance. Supply chain management: an international journal, 17(2012), 3, pp. 290-305.
[25] Garza-Reyes J. A. Green lean and the need for Six Sigma. International Journal of Lean Six Sigma, 6(2015), 3, pp. 226-248.
[26] Garza-Reyes J. A., M. Al-Balushi, J. Antony, V. Kumar, A Lean Six Sigma framework for the reduction of ship loading commercial time in the iron ore pelletising industry. Production Planning & Control, 27(2016), 13, pp. 1092-1111.
[27] Cherrafi A., S. Elfezazi, A. Chiarini, A. Mokhlis, K. Benhida, 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, 139(2016), pp. 828-846.
[28] Chauhan G., T. P. Singh, Measuring parameters of lean manufacturing realization. Measuring Business Excellence, 16(2012), 3, pp. 57-71.
[29] Aguado S., R. Alvarez, R. Domingo, Model of efficient and sustainable improvements in a lean production system through processes of environmental innovation. Journal of Cleaner Production, 47(2013), pp. 141-148.
[30] Thanki S., K. Govindan, J. Thakkar, An investigation on lean-green implementation practices in Indian SMEs using analytical hierarchy process (AHP) approach. Journal of Cleaner Production, 135(2016), pp. 284-298.
[31] Carvalho H., K. Govindan, S. G. Azevedo, V.Cruz-Machado, Modelling green and lean supply chains: An eco-efficiency perspective. Resources, Conservation and Recycling, 120(2017), 75-87.
[32] Dües C. M., K. H. Tan, M. Lim, Green as the new Lean: how to use Lean practices as a catalyst to greening your supply chain. Journal of cleaner production, 40(2013), pp. 93-100.
[33] Pampanelli A. B., P. Found, A. M. Bernardes, A Lean & Green Model for a production cell. Journal of cleaner production, 85(2014), pp. 19-30.
[34] Verrier B., B. Rose, E. Caillaud, Lean and Green Strategy: The Lean and Green House and Maturity Deployment Model. Journal of Cleaner Production 116(2016), pp. 150–156.
[35] Alves J. R. X., J. M. Alves, (2015). Production management model integrating the principles of lean manufacturing and sustainability supported by the cultural transformation of a company. International Journal of Production Research, 53(2015),17, pp. 5320-5333.
[36] Cherrafi A., S. Elfezazi, K. Govindan, J. A., Garza-Reyes, K. Benhida, A. Mokhlis, A. A framework for the integration of Green and Lean Six Sigma for superior sustainability performance. International Journal of Production Research, 55(2017),15, pp. 4481-4515.
[37] Ben Ruben R., S. Vinodh, P. Asokan, Implementation of Lean Six Sigma framework with environmental considerations in an Indian automotive component manufacturing firm: a case study. Production Planning & Control, 28(2017), 15, pp. 1193-1211.
[38] Ng R., J. S. C. Low, B. Song, Integrating and implementing Lean and Green practices based on proposition of Carbon-Value Efficiency metric. Journal of Cleaner Production, 95(2015), pp. 242-255.
[39] Hajmohammad, S., S. Vachon, R. D. Klassen, I. Gavronski, Lean management and supply management: their role in green practices and performance. Journal of cleaner production, 39(2013), pp. 312-320.
[40] Bergmiller G. G., P. R. McCright, Proceedings of the 2009 Industrial Engineering Research Conference, Are lean and green programs synergistic, 2009. Aviable: https://citeseerx.ist.psu.edu/document?repid=rep1&type=pdf&doi=22580ffe0cc45b2c067abc81a95521 8149004405 (10.3.2024.)
[41] Chiarini A. Sustainable manufacturing-greening processes using specific Lean Production tools: an empirical observation from European motorcycle component manufacturers. Journal of Cleaner Production, 85(2014), pp. 226-233.
[42] King A. A., M. J. Lenox, Lean and green? An empirical examination of the relationship between lean production and environmental performance. Production and operations management, 10(2001), 3, pp. 244-256.
[43] Langenwalter, G. (2006). Life” is our ultimate customer: From lean to sustainability. Target, 22(2006), 1, pp. 5-15.
[44] Lindahl, M. Engineering designers' requirements on design for environment methods and tools, Doctoral dissertation, KTH, Stockholm, Sweden, 2005.
[45] Berglund R., M. Karling, C. Mellby, Det värdefulla engagemanget: En guide för Lean och för andra strategier för utveckling. Swerea IVF AB. Sweden, 2011.
[46] Imai M. Gemba Kaizen. McGraw-Hill, New York, 1997.
[47] Cherrafi A., S. Elfezazi, B. Hurley, J. A. Garza-Reyes, V. Kumar, A. Anosike, L. Batista, Green and lean: a Gemba–Kaizen model for sustainability enhancement. Production Planning & Control, 30(2019), 5-6, pp. 385-399.
[48] Salkunic A., Lj. Stanojevic, S. Bogdanovic, J. Mago, Decarbonization Roadmap on the Example of Factories for the Production of Mineral Fertilizers and Phosphoric Acid in Serbia, 2023. Aviable: https://www.elixirgroup.rs/wp-content/uploads/2023/12/ELIXIR-MAPA-PUTA-dekarbonizacija.pdf (07.03.2024.)