The purpose of this article is to present an evolutionary model of the enablers and inhibitors affecting the implementation and sustainability of continuous improvement. With this aim, a qualitative study using the grounded theory was carried out. Interviews were conducted with managers responsible for continuous improvement in first‐tier suppliers in the automotive sector. As a result, two existing lines of research in the continuous improvement literature are synthesized: on one hand, the literature concerning the enablers and barriers associated with continuous improvement sustainability; and on the other, the literature concerning the evolutionary model. © 2011 Wiley Periodicals, Inc.

Lean healthcare aims to manage and improve the processes in the healthcare sector by eliminating everything that adds no value by improving quality of services, ensuring patient safety and facilitating health professionals’ work to achieve a flexible and reliable organization. Value Stream Mapping (VSM) is considered the starting point of any lean implementation. Some papers report applications of VSM in healthcare services, but there has been less attention paid to their contribution on sustainability indicators. The purpose of this work is to analyze the role of VSM in this context. To do so, a scoping review of works from recent years (2015 to 2019) was done. The results show that most applications of VSM reported are in the tertiary level of care, and the United States of America (USA) is the country which leads most of the applications published. In relation with the development of VSM, a heterogeneity in the maps and the sustainability indicators is remarkable. Moreover, only operational and social sustainability indicators are commonly included. We can conclude that more standardization is required in the development of the VSM in the healthcare sector, also including the environmental indicators.

Purpose The purpose of this paper is to introduce a new methodology called overall greenness performance for value stream mapping (OGP-VSM). Using value-added concepts, this approach has the potential to integrate, measure, control and improve productive and environmental performance in accordance with a company’s context. Design/methodology/approach The OGP-VSM approach was developed by reviewing and integrating the environmental aspects of existing lean thinking tools and approaches. Findings This research revealed the lack of practical integration between productive and environmental performance. Using OGP-VSM, managers can see that environmental practices have a direct impact on productivity. OGP-VSM allows a balance to be found between lean and green practices in order to achieve the simultaneous improvement of productivity and environmental performance. Practical implications The proposed approach is applied to a case study in an automotive company in Spain and lays the groundwork for moving toward functional environmental sustainability in manufacturers. Originality/value Companies are increasingly implementing environmentally focused practices. Pursuing environmentally friendly (green) performance poses several challenges, but it also affords opportunities to create new methodologies for generating a competitive advantage for manufacturing companies. There are a limited number of approaches to drawing together the elements and attributes that are essential for a holistic, practical and long-lasting improvement of environmental performance in the manufacturing sector.

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This paper presents an operations planning scheme based on mathematical programming models (specifically, Mixed-Integer Linear Programming (MILP) models) integrated into a web-enabled Advanced Planning and Scheduling System (APS), developed for and implemented in an engine assembler that supplies the car industry. One objective of this paper is to provide empirical insights into some operations planning characteristics in the automotive industry. The other main objective is to show MILP models and their use to create plans that enable the coordination of different planning levels (mid-term and short-term) and planning domains (procurement, production and distribution). The APS fulfills the requirements of an engine assembler in the automotive sector (namely lean-type constraints and objectives). The system is based on two MILP models, which have been purposely developed together along with their relations. The models presented herein provide a solution that considers supply chain objectives and constraints, and are integrated by means of data and constraints which have proven sufficient to fulfill users' and stakeholders' requirements. This case study presents the models' most relevant aspects and their implementation.