For many years small-medium enterprises (SMEs) have attempted to improve their manufacturing and environmental operation performance in a view to achieving competitiveness and operational excellence. This paper looks at the literature in order to investigate the relationship between lean and green management and their relationship to one another while keeping in mind their simultaneous implementation at a foundry SME. Separate literature streams have arisen to address issues in green and lean using systems engineering tools but research has largely neglected the intersection of the two. The presented research synthesizes the literature addressing the intersections of green and lean and suggests a research agenda to address gaps. Suggestions for implementing environmental management systems for sustaining continuous improvement activities have also been provided.
The paper intends to identify and suggest improvements in two areas crucial for implementing lean principles in an aluminum semi-permanent casting small to medium enterprise (SME). This paper builds an analytical model to measure production performance and presents a case study of an aluminum foundry. The case study reveals the use of two lean principles of bottleneck identification and lean buffering could allow for timely response to customer requirements. This paper helps in identifying areas for lean manufacturing tailored to the needs to foundry SMEs, in which the number of published studies is very limited.
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