Integration of Lean and Green Management

The provided documents and references delve into the intersection of lean manufacturing and sustainable practices. Research papers and articles examine the impact of big data on world-class sustainable manufacturing, the relationship between lean operations and sustainable operations, and the integration of lean and green paradigms in maintenance management. The assignment likely requires students to analyze these concepts, discuss their implications, and provide recommendations for implementing a hybrid approach that combines lean production with environmentally conscious practices.

Running head: CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT
CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT
Name of the Student
Name of the University
Author Note

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT1
Abstract
This report is based on the analysis of five different case studies related to the topic of lean
management and the effect that this has on the operations of the organization. Lean
management is related to the continuous improvement of the organizational operations
related to the environmental impacts. Lean management is mainly related to the process that
is implemented for the reduction of the wastage of time, effort and money. The case studies
are mainly analysed based on the link between the environmental performance of the
organization and the lean practices. The combination of the lean management and green
management related practices in the various manufacturing organizations. The move of the
organizations towards conscious manufacturing is also discussed in the report. The
integration process of green management and lean management in the various organizations
is also analysed in the report. The report is concluded by stating that the lean management
practices can help in improving the environmental performance of the organizations and the
productivity can also be increased successfully.

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT2
Table of Contents
Introduction....................................................................................................................3
Analysis of the case studies and the issues related to these cases..................................4
Case Study 1 - Lean and Green? An Empirical Examination of the relationship
between lean production and environmental performance....................................................4
Case Study 2 - Lean, green and the quest for superior environmental performance. 6
Case Study 3 - Lean management – a step towards sustainable green supply chain. 9
Case Study 4 - Integrating lean and green management..........................................11
Case Study 5 - Lean and green: The move to environmentally conscious
manufacturing......................................................................................................................12
Conclusion....................................................................................................................14
References....................................................................................................................15

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT3
Introduction
Lean management can be defined as the approach of running an organization which
supports the notion of continuous improvement. This is a long-term process which enables
the organization to work in a systematic manner so that they can achieve small changes in the
processes of the organization and improve the efficiency. Lean management mainly deals
with the process of eliminating the waste of effort, time or money in the identification of each
step in the business process and further removing the steps which are not necessary (Abreu,
Alves & Moreira, 2017). The major principles which guide lean management are related to
the definition of values for the customers. The process also helps in the identification of steps
which are important for the business and eliminate the ones which are not necessary. The
value-creating steps are sequenced in a tight manner so that the time taken for completing the
process can be reduced. The previous three steps that are discussed above are repeated
continuously so that the waste can be reduced (Campos & Vazquez-Brust, 2016).
Lean management had started in the automobile manufacturing industry however it is
being used widely in all other organizations belonging to different industries. The major
industries where this process is being used widely are, construction, higher education and the
healthcare industry. The processes like total quality management and six-sigma are also
related to the lean management of an organization. The lean management process of an
organization of any sector is related to its long-term and rapid success (Carvalho & Azevedo,
2014). The important features of the Lean management of an organization include the
following as discussed further. 24*7 access from any position. Platform related to the
improvement projects that is centralized in nature. Workflow which consists of notifications
and automated alerts (King & Lenox, 2001). The search capabilities are robust in nature. The

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT4
tools related to built-in collaboration are present. The presence of analytics and advanced
reporting. Measurement of the impact related to improvement and broadcasting of success.
Visualisation of data and the dashboards.
The seven major benefits of the lean management system are as discussed further. The
members of the organization have one source related to information. The lean management
tools are available anytime round the clock for all the members of the organization. The
improvement culture of the organization is supported by the lean management system (Choi
& Hwang, 2015). The employees pay much more attention to lean system if the top
executives are ready to invest on the process. The activeness in the management of the
company helps in the sustainability of improvement of the processes of the organization. The
repository of knowledge is developed by the teams in the organization and this knowledge
can be used for further improvement. The leaders or the managers of the organization are able
to detect the health of the lean system of management in the organization (Agarwal &
Sharma, 2016).
This report will be based on five different case studies that are related to the
implementation of lean management in the various sectors. The issues related to lean
management process will also be analysed in the case study in detail.
Analysis of the case studies and the issues related to these cases
Case Study 1 - Lean and Green? An Empirical Examination of the relationship between
lean production and environmental performance
The first case study that is being taken into consideration for this analysis is titled as
“Lean and Green? An Empirical Examination of the relationship between lean production and
environmental performance”. The case study is based on the analysis of the positivity of the
relationship between environmental performance and lean management practices in the

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT5
organizations. The analysis is done by taking into consideration 17,499 US manufacturing
organizations which can help in establishing the relationship between these factors (Domingo
& Aguado, 2015). The authors propose that the lean production related practices of an
organization can be linked directly with the improvement of public good. This is further
related to the improvement of the financial performance of the organization. The
improvement of these factors are however related to the different attributes of the firm and
ways by which the lean practices are implemented.
The adoption of the lean management related practices can help in decreasing the
levels of pollution and the measures related to pollution can also be implemented easily in the
companies. The research in this case study is mainly based on the factor that the lean
practices can improve the environmental performance of the different companies (Dubey,
Gunasekaran & Papadopoulos, 2017). The other consideration is that the pollution can be
reduced by working at the source and not only improving organizational practices. The
various organizations have been analysed in the case study paper based on the above
mentioned considerations. The arguments that have risen based on the analysis are that the
lean practices may directly lead to the reduction of environmental pollution. Waste reduction
is also related to the other arguments based on this topic. However, the changes that take
place in one process of the organization may further lead to changes in the other processes as
well. Reduction of inventory may lead to the increase in the production of waste and the
small batch of production can also lead to many change overs and disposal of the materials
related to process (King & Lenox, 2001).
Lean production can also lead to the reduction of pollution in the environment and the
pollution reduction activities can be taught to the employees easily. The implementation of
lean production can therefore lead to the reduction of cost related to pollution reduction. This

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT6
enables the company is lowering the costs related to the improvement of the environment as
it provides the information related to value of the reduction of pollution (Dubey et al., 2016).
The research is based on three major hypotheses that are as discussed further.
Hypothesis 1 – The increase in the engagement of the organizations in lean production,
increases the chances of the adoption of a formal management system related environmental
problems. Hypothesis 2 – The increase in the engagement of the organization in lean
production decreases the generation of waste and the decrease the engagement in end-of-pipe
treatment. Hypothesis 3 – The increase in the engagement of the organization in the lean
production will decrease the emissions. The different controls related to the organization that
can influence the costs related to polluting and the way it can influence the degree up to
which pollution occurs are also discussed in the research. The various controls are, the
facility size, the costs related to abatement, the stringent regulations and the permits (Garza-
Reyes, 2015).
The major issues that have been identified in the case study are that the lean is green
concept can be supported only if the managers have the capability to adapt to the new
practices in the management. The existing capabilities of the managers can help them in
understanding the new processes, however, the organization needs to train them so that they
are able to absorb the new technologies easily. This will also help them in clearly
understanding the relationships between the markets and the new technologies (King &
Lenox, 2001). The research supports the lean is green concept and it has depicted that the cost
related to pollution reduction is decreased with the help of the lean practices. The adoption of
different environmental standards related to the organization is also increased with the help of
this practice (Greinacher et al., 2015).

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT7
Case Study 2 - Lean, green and the quest for superior environmental performance
The second case study that is taken into consideration for this analysis is titled as
“Lean, green and the quest for superior environmental performance”. This case study is
related to the analysis of the relationship between the practices related to lean management in
the organization and the environmental performance. The survey is based on 31 automobile
assembling organizations in Japan and North America. This is mainly related to the
information collected from the interviews conducted with 156 employees at the plant level
and 17 assembling related plants. The contribution of lean management related practices in
increasing the efficiency of the cleaning solvents and paints is discussed in the research
(Hartini & Ciptomulyono, 2015). The issues related to environment can affect the policies
and corporate strategies of the various organizations which include, functional, business and
operational activities. The efficiency of environment is related to the impact of the use of
natural resources and materials in the process of manufacturing (Rothenberg, Pil & Maxwell,
2001).
The processes and operational decisions related to prevention of pollution are related
to environmental management of the company. Total quality management is also related to
process of environmental management of the organization. The elements of the lean practices
can be used to undertake the examination related to the role of management practices,
systems and policies in the environmental efficiency. The lean model is related to the
principles of the continuous improvement in the work processes. The employees in the line of
production are mainly responsible for the identification of the problems in quality and the
ways by which the problems in production can be solved. The human resource related
policies are equally important in the organization as the technical system related to the lean
production (Rothenberg, Pil & Maxwell, 2001).

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The three major hypotheses that are undertaken in the research are as discussed
further. Hypothesis 1 – The different aspects related to lean management including, buffer
minimization, human resource related practices and work systems and their contribution
towards the improvement of resource efficiency. Hypothesis 2 – The plants that have their
operations related to lean philosophy and likelihood of the higher levels of VOC emissions.
The management of the VOCs or volatile organic compounds act as a major challenge for the
environmental managers in the plants. The technologies that are used in the plant for the
reduction of environmental pollution are considered related to the management of VOCs. The
technologies related to environmental pollution and the management practices are divided
into two different categories which are mainly management practices related to the
technologies of the pollution prevention. The second category is related to the management
practices for the technologies formulated for the control of technologies (Jasiulewicz-
Kaczmarek, 2014).
The results of the research have proved that there is a relation between the
environmental performance of the organization and the lean practices. The cost related to
energy is however related negatively with the use of energy in the plants of the company. The
relation of costs of energy is positive with the volumes of the production. The results related
to the interview of the employees have suggested that the three aspects of buffer
minimization, lean management, human resources related practices and work practices
influence the approach of the plant for environmental management (Johansson & Sundin,
2014). This influence can be both positive and negative in nature and can affect the
environmental practices of the plant. The plants which are related to lean practices mainly
view the end-of-pipe solutions as the diversion of the various resources of the organizations.
The work practices in the plant also influence the environmental performance as the high
levels of the participation of workers in the environmental activities in the lean organizations

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT9
is a major factor. The environment related activities are also affected by the human resources
practices of the organization which can be associated with the lean production processes
(Rothenberg, Pil & Maxwell, 2001).
The analysis has proven a complicated relationship between the environmental
performance and the lean manufacturing processes of the plant. The major issues of this case
study are that the capital expenditures related to abatement of pollution equipment are
resisted by the lean plants. This would further help in the reduction of emissions that is
required by the regulations of the plant. The plants are can compromise their principles
related to lean management so that the emissions can be reduced. The increase the batch sizes
of painting was also against the philosophy related to the plant. The lean plants have the aim
to minimize the buffers and the wastes of the plants. The participation of workers in the
production line of the plant and the continuous improvement is also important. The human
resources related practices encourage the training of the staff related to environment and help
them in the identification and the implementation of the opportunities related to waste
reduction (Kasemsap, 2017). The lean organizations are also implementing practices related
to environmental management which are not related to the overall strategies of the company.
The major concern for the managers will be to balance the pressures for the improvement of
environmental performance and the traditional measures related to the performance of the
plants which have adopted the lean practices. The lean practices are therefore not able to
address the various environmental issues.
Case Study 3 - Lean management – a step towards sustainable green supply chain
The third case study is titled as “Lean management – a step towards sustainable green
supply chain”. The main aim of this case study is to analyse the important factors that
contribute to evolution of the Green Supply Chain or GSC framework with respect to lean
strategies of the organization. The industry that is taken into consideration for this analysis is

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT10
the aviation sector and the downstream and upstream beneficiaries that support the industry.
The major implications of this study are mainly on the managers in the different types of
industrial environment in the aviation industry. These implications are related to the new era
of the establishment of global lean supply chain which helps in the conversion of the lean
management related initiatives to the GSC (Agarwal & Sharma, 2016).
Supply chain management came into existence in the 1980s and it was used for the
discussion of the benefits of the integration of the internal business operations of the
organizations. Supply chain management is mainly related to the management and
coordination of the complex network of the activities which are involved in the delivery of
the finished products. The supply chain of the organizations need to be made more resistant
towards the abrasion of the global scenario in the modern day business environment. Lean
supply chain is related to the reduction of internal waste in the organization with the
implementation of lean methods of production (Malviya & Kant, 2015). The concept of green
supply chain has also gained popularity in the modern business environment and have been
able to increase the effectiveness of supply chain of the organization. The waste in the
processes is reduced with the implementation of green supply chain practice. Lean and green
practices are linked with each other and they are implemented for the waste reduction and
smooth flow of processes related to business (Agarwal & Sharma, 2016).
The companies are trying to decrease the usage of energy as the rise in fuel prices
have been a major concern for the organizations. The organizations are now trying to search
for opportunities related to the conservation of energy and the reduction of carbo emissions.
The major issue in the case study is the way organizations face issues with respect to the
environmental management and the costs associated with these practices. The relationship
between lean practices and green supply chain has proven to be critical in relation to the
management of wastes of the organizational processes (Martínez-Jurado & Moyano-Fuentes,

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT11
2014). The major objective of the green supply chain management is related to the
elimination or the minimization of the negative impacts of the organization on the
environment. The other issue related to the case study is that the organizations in the
developing countries have implemented environmental practices on an end-of-the-pipe basis
rather than improvising their own processes (Agarwal & Sharma, 2016). The case study also
does not relate to any processes in the organization which can help in reducing environmental
impact. The focus related to the development of a framework has been maintained in the
analysis. This framework is mainly related to the creation of the combination of the
environmental and operational issues in the organization.
Case Study 4 - Integrating lean and green management
The fourth case study has been titled as “Integrating lean and green management”.
The major purpose of this analysis is the investigation of the relationship between Lean
management and Green management. The purpose is mainly to develop an integrated model
of management which includes these two processes of management. Green management and
lean management are major approaches that have been adopted by the organizations in the
modern business environment. These approaches have been implemented by the companies
for the purpose of increasing the value of their services and products in the industry (Piercy &
Rich, 2015). Lean management is related to the ways by which the companies continuously
identify the wastes and the redesign the processes so that the wastes can be reduced. Green
management on the other hand is related to the actions that are undertaken due to the
regulatory requirements of the organizations. This mainly deals with the process of looking at
the environmental impacts of the processes undertaken in the firms (Hallam & Contreras,
2016).
Lean production deals with the ways by which the firms follow a set of practices and
principles that are related to the better operations of the company. Green production on the

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT12
other hand is related to the sustainability of the operations of a particular organization. Green
manufacturing refers to the usage of innovative techniques and green strategies and less
consumption of raw materials in the production process. Lean production and green
production are considered as compatible initiatives that are taken by the organizations. The
joint focus of both these strategies is on the reduction of wastes and reducing the inefficiency
of operations in the organizations (Tachizawa, Gimenez & Sierra, 2015).
The analysis made by the authors have shown that the green and lean practices have
helped in the achievement of gains in the environmental and the operational performance.
The lean practices have proved to be effective for the improvement of environmental
performance of the organizations. The organizational performance as a whole is also affected
by the implementation of the lean practices. The research has however nor depicted any
positive relationship between the lean practices and green management. The major issue in
this case study is therefore the lack of any integrated systems which can be able to link the
green management and lean management practices as was stated in the purpose of the study
(Hallam & Contreras, 2016).
The study in the report has therefore shown a weak relationship between the Lean
management and Green management practices in the organizations. The only major link
between the two practices is the way by which the lean practices push the green objectives of
the firm. The results that are anticipated by the linkage of the lean and green practices are
mainly optimistic in nature. However, the case study has not been able to provide integrated
models of operations that are implemented in organizations. The analysis of the relationship
between the lean practices and the green practices in the different organizations will therefore
require much more research with the help of the knowledge related management and
organizational cultures (Hallam & Contreras, 2016).

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Case Study 5 - Lean and green: The move to environmentally conscious manufacturing
The fifth case study is titled “Lean and green: The move to environmentally conscious
manufacturing”. The case study is mainly based on the analysis of the adoption of new
technologies and approaches so that the environmental and organizational performance can
be achieved by an organization. The major objective of this study is to examine the
relationship between the advanced practices of production and the innovative approaches that
are undertaken by the organization to facilitate environmentally conscious strategies of
manufacturing (Uygun & Dede, 2016). The innovative organization with respect to the
manufacturing process are also imaginative in nature when environmental costs are
considered. The closed relationships that are formed on the chain of production and between
the suppliers and the end users facilitate the process of adoption of the industrial and
environmental innovations (Florida, 1996). The adoption of the advanced systems of
manufacturing therefore creates opportunity for the adoption of the strategies related to greed
design and green production. The survey is based on the analysis of US firms operating in the
manufacturing sector.
The relationship between environmental performance and industrial performance
becomes a form of trade-off where the high quality of environmental performance is achieved
at the cost of the lack of industrial performance. Many studies have however implemented
that the efforts related to the lowering of costs of the waste management techniques may not
always affect the corporate performance of the organization in a negative way. The
organizations which have innovative operations and adopt advanced practices related to
manufacturing can also improve their environmental performance simultaneously.
Environmental improvement can therefore flow from the broader corporate related efforts
related to the innovation and implementation of more efficient and new systems of
manufacturing (Florida, 1996).

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT14
The research in the case study was mainly based on the field survey and phone
interviews of the staff of the various organizations. The major points that have been
developed from the research are as discussed further. The organizations are leveraging the
modernization strategies related to the industrial performance for the environmental duties.
The firms prefer the reduction of raw materials and improvement of the production processes
(Wu & Wang, 2016). The second point is the close relationship that has been detected
between the green design and the spending related to research and development in the
organization. The third point is related to the importance that is provided by the organizations
to the industrial performance along with the environment related issues. The fourth point is
related to the relationship that is established between the suppliers and the end-users in the
production chain of the company (Florida, 1996).
The major issue that is identified in the case study is related to the ways by which the
efforts of the firms related to improvement of the manufacturing process and productivity
creates substantial opportunities related to the management of environmental performance.
The organizations which have intensive research and development strategies are capable of
both improving the productivity as well as the environmental performance. The involvement
of environmental strategies which are productivity enhancing in nature can therefore help in
the overall improvement of the organization in the market. The traditional trade off methods
of making choice between the industrial performance and the environmental performance is
not suitable for the sustainability and the productivity of the firms in the industry (Tachizawa,
Gimenez & Sierra, 2015).
Conclusion
The report can be concluded by stating that lean management related practices have
proven to be effective for the improvement of the environmental performance of the

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT15
organizations. The five different case studies that have been analysed in the report are based
on the relationship of lean management related practices with the environmental performance
of the organizations. The positive relationship between the lean practices and the
environmental performance of the organization has been established. The processes of lean
management and green management and the relationship with superior performance of the
organization o environmental basis is also analysed and a complex relationship has been
detected between these two entities. The relation of lean management with the creation of a
sustainable supply chain for the organizations is analysed. The ways by which the lean
practices and green practices related to the environmental management of the organization is
also discussed in detail in the report. It can therefore be stated that the combination of
activities related to the increase in productivity and the improvement of environmental
performance must be combined in such a way so that the organization can benefit from this.

CASE STUDY ANALYSIS RELATED TO LEAN MANAGEMENT16
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Agarwal, A., & Sharma, M. K. (2016). Lean management–a step towards sustainable green
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Campos, L. M., & Vazquez-Brust, D. A. (2016). Lean and green synergies in supply chain
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