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An Implementation Model for Lean and Green

  • Sophie M. C. David
  • Pauline FoundEmail author
Chapter
Part of the Measuring Operations Performance book series (MEOP)

Abstract

Most published articles on the adoption of Lean and Green (L&G) concepts in industry only address specific aspects, rather a holistic approach. Several levels of L&G internalisation are identified. Starting at the highest level, with the conceptual acceptance of L&G; although Green concerns are recognised as important, they are still perceived as costly and unrelated to Lean in the majority of companies. The key drivers of L&G implementations are contingent to the industry sector, geographies and the host organisation, regulations and a number of external influencers also affect growing pressure for Green improvement. It is only when L&G is reflected at strategic and decision-making level that it can be said to be internalised. Therefore this research, including literature review, interviews and survey, discusses how L&G can be internalised and adopted as a new strategic business model with a company and, in addition, the paper sets out to describe a method for a L&G operational implementation rollout.

Keywords

Lean and Green Lean Green Environmental sustainability Business model 

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Copyright information

© Springer International Publishing Switzerland 2016

Authors and Affiliations

  1. 1.Marchar Consulting Ltd.Leamington SpaUK
  2. 2.Buckingham Business SchoolUniversity of BuckinghamBuckinghamUK

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