Machado / Davim Green and Lean Management

1. Auflage 2017
ISBN: 978-3-319-44909-8
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 233 Seiten

Reihe: Management and Industrial Engineering

This book focusses on the challenges and changes organizational management faces in an era when the need to develop environmentally aware processes meets high levels of competition. It covers the synergetic effects, how re-use, recycling, waste reduction, and other sustainable production strategies can add value, low costs and time of production. Sustainable business behavior is not only an environmental perspective on management, but more and more contains an organizational perspective. Taking into account these issues, green and lean management appears as the way managers can drive their employees to continuously improve the management processes that add value to the organization and costumers. This book provides information on principles, strategies, models, and applications of green and lean management, and at the same time communicates the latest research activity relating to this scientific field world-wide.

Autoren/Hrsg.

Machado, Carolina

Davim, J. Paulo

Inhaltsverzeichnis

1;Preface;6
2;Contents;8
3;Editors and Contributors;10
4;1 Green Supply Chain, Logistics, and Transportation;13
4.1;Abstract;13
4.2;1 Green Supply Chain Network, Green Supply Chain Management, and Green Logistics Concepts;13
4.2.1;1.1 Green Supply Chain Network;13
4.2.2;1.2 Green Supply Chain Management;14
4.2.3;1.3 Green Logistics;15
4.3;2 Closed-Loop Supply Chain;17
4.3.1;2.1 Proposing an Optimization Model for a Generalized Closed-Loop Supply Chain Network;20
4.3.2;2.2 Incentive Approaches for an Optimal Recovery Plan in a Closed-Loop Supply Chain;24
4.4;References;27
5;2 LP Impacts on the Neoliberal Political-Economic Context;29
5.1;Abstract;29
5.2;1 Introduction;29
5.3;2 Lean Production: Characteristic Features;31
5.3.1;2.1 From Taylorism/Fordism to Lean Production;31
5.3.2;2.2 Production Management Techniques;32
5.3.3;2.3 Supplier Networks and Types of Inter-company Relationships;33
5.3.4;2.4 Organising the Workplace and Managing Human Resources;34
5.4;3 Impact of Lean Production on Organising Work and Health and Safety;35
5.4.1;3.1 Impacts of Lean Production on Occupational Health;36
5.4.2;3.2 Impacts of LP on the Organisation of Work;37
5.4.3;3.3 Lean Production Within a Neoliberal Political-Economic Context;42
5.5;4 Conclusion;44
5.6;References;46
6;3 Lean and Agile Supply Chain Management: A Case of IT Distribution Industry in the Middle East;49
6.1;Abstract;49
6.2;1 Introduction;50
6.3;2 IT Distribution and Supply Chains;51
6.3.1;2.1 Definitions;52
6.3.2;2.2 How Distributors Work in the IT Supply Chain?;52
6.4;3 Supply Chain Strategies;54
6.4.1;3.1 Manufacturer and Distributor Relationship in SCM;54
6.4.2;3.2 Agile Supply Chain;55
6.4.3;3.3 Lean Supply Chain;57
6.4.4;3.4 How to Decide Which Supply Chain Policy is Suitable for an Organization?;58
6.5;4 Critical Success Factors and Firm Capabilities;60
6.5.1;4.1 Firm Capability;61
6.6;5 IT Distribution Industry Key Features;62
6.6.1;5.1 Inventory;62
6.6.2;5.2 Economic Order Quantity (EOQ) Model;62
6.6.3;5.3 Product and Services Design Processes;64
6.6.4;5.4 Logistics Services;65
6.7;6 The New Concepts and Challenges of Operation Management;66
6.8;7 Background of the Case Study;67
6.9;8 Research Methodology;67
6.10;9 Data Findings and Analysis;70
6.10.1;9.1 Resellers (Customers);70
6.10.2;9.2 Distributing Companies;73
6.11;10 Conclusion;78
6.12;References;79
7;4 Lean Thinking in Non-profit Organizations;82
7.1;Abstract;82
7.2;1 Introduction;82
7.3;2 Lean Thinking Principles;84
7.3.1;2.1 The Scope of Lean Thinking;84
7.3.2;2.2 The Principles of Lean Thinking;85
7.3.2.1;2.2.1 Value-Chain-Based Management;85
7.3.2.2;2.2.2 Waste Elimination-Based Management;86
7.3.2.3;2.2.3 Pull Production;86
7.3.2.4;2.2.4 Just-In-Time Production with Zero Non-conformities;86
7.3.2.5;2.2.5 Standardization, Discipline and Control;87
7.3.2.6;2.2.6 A Quality Culture Oriented Towards Efficiency;87
7.3.2.7;2.2.7 Continuous Improvement;87
7.3.2.8;2.2.8 Increasing of Employees’ Empowerment;88
7.3.2.9;2.2.9 Teamwork and Flexible/Multiskilled Teams;88
7.3.2.10;2.2.10 Continuing Training and Learning;88
7.3.2.11;2.2.11 Operational Control;89
7.3.2.12;2.2.12 Internal Communication;89
7.3.2.13;2.2.13 Providers-Customers Relationships;90
7.4;3 Method;90
7.5;4 Results;91
7.5.1;4.1 Improvement of the Value Chain;91
7.5.2;4.2 Waste Elimination;92
7.5.3;4.3 Pull Production;92
7.5.4;4.4 Just-In-Time;93
7.5.5;4.5 Standardization;93
7.5.6;4.6 Efficiency Culture;94
7.5.7;4.7 Continuous Improvement;95
7.5.8;4.8 Empowerment;96
7.5.9;4.9 Teamwork and Flexible/Multiskilled Teams;96
7.5.10;4.10 Continuous Training;97
7.5.11;4.11 Operational Control;98
7.5.12;4.12 Communication;99
7.5.13;4.13 Rationalization of the relationships with suppliers;100
7.6;5 Analysis of the Relationship Among Principles, Resources, and Organizational Units;101
7.6.1;5.1 Association Between Lean Thinking Principles and the Uses of the Software;101
7.6.2;5.2 Comparative Analysis of the Social Services;101
7.6.3;5.3 Association Between Types of Management and Lean-Thinking Principles;104
7.6.4;5.4 Association Between Standard Principles and Lean Principles;105
7.7;6 Discussion;107
7.8;7 Conclusions;110
7.9;References;111
8;5 How to Learn Up from Lean Management in Health Services? HRM, Leadership and Relational Coordination;119
8.1;Abstract;119
8.2;1 Introduction;120
8.3;2 Ford and Fordism: Leading from Above;123
8.4;3 Toyota and Post Fordism: Leading from Below;124
8.5;4 Contrasts Between Fordist and Post Fordist Production;127
8.5.1;4.1 Holistic Relational Coordination;129
8.6;5 Transactional Versus Transformational Leadership;130
8.7;6 Beyond Fordist and Weberian Bureaucracy;132
8.7.1;6.1 Weber’s Disavowal;132
8.7.2;6.2 Relational Coordination and Psychological Contract;134
8.8;7 Not Learning from Lean: New Public Management;135
8.9;8 Learning from Lean in Health Services: The US and Sweden;138
8.9.1;8.1 Learning from Lean in the US;138
8.9.2;8.2 Learning from Lean in Sweden;139
8.10;9 Implications and Suggestions for Future Research;140
8.10.1;9.1 Skill Enhancement and Skills Path Planning;140
8.10.2;9.2 Job Redesign and Role Enhancement;141
8.10.3;9.3 Dialogue and Job Redesign;142
8.11;References;143
9;6 Examination of Service Quality Gaps: Evidence from State Bank of India;148
9.1;Abstract;148
9.2;1 Introduction;148
9.3;2 Survey of Existing Literature;149
9.4;3 Objectives of the Study;152
9.5;4 Limitations of the Study;152
9.6;5 Methodology;153
9.6.1;5.1 Measures and Analysis;153
9.7;6 Analysis and Findings;153
9.8;7 Conclusions;156
9.9;References;156
10;7 Application of Fuzzy QFD for Environmentally Conscious Design of Mobile Phones;158
10.1;Abstract;158
10.2;1 Introduction;158
10.3;2 Literature Review;159
10.3.1;2.1 Literature Review on Environmentally Conscious Development of Mobile Phones;159
10.3.2;2.2 Literature Review on Applications of Fuzzy QFD;160
10.4;3 Methodology;162
10.5;4 Case Study;163
10.5.1;4.1 Identification of Customer Requirements;163
10.5.2;4.2 Fuzzy Preference Relation;163
10.5.3;4.3 Application of Fuzzy QFD for Mobile Design;165
10.6;5 Results and Discussions;168
10.6.1;5.1 Practical Implications;168
10.7;6 Conclusions;168
10.7.1;6.1 Future Scope and Limitations;169
10.8;References;169
11;8 From New Public Management to New Public Services: Challenges for Hospital Governance and Lean and Hybrid Management;170
11.1;Abstract;170
11.2;1 Introduction;170
11.3;2 Governance, Efficiencies and Management;172
11.3.1;2.1 Neglected Historical Perspective;173
11.4;3 ‘Good Governance’ Models;175
11.5;4 From Social Justice to ‘New Public Management’;176
11.5.1;4.1 Explicit and Implicit Logics;178
11.5.2;4.2 Lean and Social Rather Than Technical—and Green;179
11.5.3;4.3 ‘New Public Services’—and the Recovery of Social Values;180
11.6;5 Levels, Logics and Hybrid Management;182
11.6.1;5.1 Positive and Negative Hybridity;182
11.6.2;5.2 Explicit and Implicit Logics;183
11.6.3;5.3 Bourdieu, Conflicting Logics and Outcomes;184
11.6.4;5.4 Hybridity, Complexity and Identities;184
11.6.5;5.5 Hybrid Reorganisation of Hospital Services in France;185
11.7;6 Asking the Wrong Questions;186
11.7.1;6.1 Values, Beliefs and Tacit Knowledge;187
11.7.2;6.2 Tacit Knowledge, Latent Abilities and Hybrid Skills;187
11.8;7 Social, Economic and Political Implications;191
11.9;References;192
12;9 Educational Impact on Attitudinal Responses of Employees: Banking Industry Perspective;197
12.1;Abstract;197
12.2;1 Introduction;197
12.2.1;1.1 Socialization Theories;198
12.2.2;1.2 Allocation Theories;198
12.2.3;1.3 Institutional Theories;198
12.3;2 Effects of Education;199
12.3.1;2.1 Response to Autonomy;203
12.3.1.1;2.1.1 Quality Internalization;203
12.3.1.2;2.1.2 Self-efficacy;203
12.3.1.3;2.1.3 Personal Initiative;206
12.3.2;2.2 Job-Satisfaction;206
12.3.3;2.3 Achievement Orientation;208
12.3.4;2.4 Higher Order Need Strength;210
12.3.5;2.5 Organisational Citizenship Behaviour;210
12.3.6;2.6 Organisational Retaliatory Behaviour;211
12.3.7;2.7 Cognitive Appraisal of Pay and Job;211
12.3.8;2.8 Intrinsic Motivation;211
12.3.9;2.9 Job-Involvement;212
12.4;3 Discussion;212
12.5;References;213
13;10 Corporate Social Responsibility Role in SMEs: A Critical Way of Thinking in Green and Lean Management Arena;215
13.1;Abstract;215
13.2;1 Introduction;215
13.3;2 SMEs Relevance;216
13.4;3 What Do We Understand by Corporate Social Responsibility?;217
13.5;4 Contributing Factors to Corporate Social Responsibility;219
13.6;5 Corporate Social Responsibility Relevance to Organizations;220
13.7;6 Corporate Social Responsibility Policies and Practices;220
13.8;7 Corporate Social Responsibility Practices: Who Benefits?;221
13.8.1;7.1 The Employees;221
13.8.2;7.2 The Clients;222
13.8.3;7.3 Lenders and Suppliers;222
13.8.4;7.4 The Community;222
13.9;8 Critics to Corporate Social Responsibility Implementation;222
13.10;9 HRM and CSR in SMEs;223
13.11;10 Proposals to the Implementation of Social Responsible Practices in SMEs;225
13.12;11 Final Remarks;226
13.13;References;227
14;Index;229