Green Lean Total Quality Information Management in Malaysian Automotive Companies

Lean and green – a systematic review of the state of the art literature

“…supply chain and operation/process) covered lean-green as their main topic. In the case of the 16 publications where lean-green were an additional element, this was mainly because other concepts and/or methods such as globalisation (Mollenkopf et al, 2010), innovation (Aguado et al, 2013), resilience (Cabral et al, 2012;Govindan et al, 2013;Cabral et al, 2011a;Cabral et al, 2011b;Espadinha-Cruz et al, 2011;Carvalho et al, 2014), agile (Cabral et al, 2012;Sertyesilisik, 2014;Cabral et al, 2011a;Cabral et al, 2011b;Espadinha-Cruz et al, 2011;Carvalho et al, 2014), total quality (Salleh et al, 2012), project management (Sertyesilisik, 2014) and Six Sigma (Banawi and Bilec, 2014;Cluzel et al, 2010;Ranky et al, 2012) were considered alongside the lean-green paradigms. This demonstrates that researchers have tried to address the intersection of lean-green with other strategic initiatives to study and take advantage of their synergies through concurrent implementation and address trade-offs that may arise due to their incompatibilities (Mollenkopf et al, 2010).…”

Green and lean sustainable development path in China: Guanxi , practices and performance

“…Therefore, tools and techniques should be considered as a part of critical green and lean practice in organisations. (Jeyaraman and Teo, 2010;Dues et al, 2013;Wiengarten et al, 2013;Azevedo et al, 2012) Leadership and Management (Bergmiller and McCright, 2009;Rothenberg et al, 2001;Sobral et al, 2013;Larson and Greenwood, 2004) Employee Involvement (Florida, 1996;Zhu et al, 2005;Pampanelli et al, 2014;DiazElsayed et al, 2013;Mason et al, 2008) Integrated Approach (Drew et al, 2004;Garza-Reyes et al, 2014;2015;Carvalho et al, 2011;) Tools and Techniques (Hines et al, 2004;Srivastava, 2007;Sertyesilisik, 2014;Salleh et al, 2012;Banawi and Bilec, 2014) The remainder of the literature review will draw from the main aspects we will be exploring in our empirical study, including issues related to the implementation of green and lean practice, organisational performance, and guanxi in Chinese organisations.…”

“…In particular, the questionnaire had three sections: green and lean practice, guanxi utilisation; and organisational performance. The 19 items comprising the first section were developd by the author, based on a number of sources from the literature (Dues et al, 2013;Wiengarten et al, 2013;Duarte and Cruz-Machado, 2015;Sobral et al, 2013;Garza-Reyes et al, 2014;2015;Larson and Greenwood, 2004;Mollenkopf et al, 2010;Kleindorfer et al, 2005;Pampanelli et al, 2014;Diaz-Elsayed et al, 2013;Mason et al, 2008;Kurdve et al, 2011;Carvalho et al, 2011;Cabral et al, 2012;Carvalho et al, 2014;Sertyesilisik, 2014;Salleh et al, 2012;Banawi and Bilec, 2014) and opinions from experts. Section 2 comprised 5 items developed from the literature; these items sought to capture the extent to which a firm's managers utilised guanxi connections with business community and supply chain partners (Liu et al, 2008;Cheng, 2011).…”

Learning on Lean Production: A Review of Opinion and Research within Environmental Constraints

“…For this particular parameter, the framework consisting functionalism as well as the fundamental humanism and structuralism was employed, and based on these research approaches the reviewed studies are categorized as below: Liu et al (2014) developed a non-dominant sorting genetic algorithm to attain Pareto front and to diminish total non-processing electricity consumption as well as the total weighted delay in a job shop; Ahemad et al (2013) highlighted the weak areas as potential for company to improve green manufacturing execution through case study in Indian steel industry; Elsayed et al (2013) discussed a 3-step approach for proactive performance assessment of green-lean through case study in an automotive, resulting 10.8% drop in production cost; Salleh et al (2012) studied the green lean total quality information management system via questionnaire in 30 automotive vendors in Malaysia; Esmer et al (2010) intended to find out the optimal number of handling equipment & reduced the ecological harm of Turkish container terminal via a simulation model; Abdulmalek and Rajgopal (2007) applied the value stream mapping (VSM) & simulation model to contrast the before & after state in an integrated steel mill; Purvis et al (2014) explored the flexibility in context of lean, agile & leagile supply networks and investigated the vendor & sourcing flexibility in two UK based specialist fashion retailers; Vivek and Ravindran (2008) emphasized the impact of environmental uncertainty on the lean practices followed by small manufacturing firms; Satao et al (2012) reviewed on how green manufacturing can be achieved through lean in order to prevent pollution & protect environment. Roosen and Pons (2013) offered a method to integrate environmental waste into lean through VSM in manufacturing setting for carbon footprint; Omer (2008) reviewed the literature on energy sources, environment & sustainable development for reducing fossil energy use and to promote the green energies in construction sector; Venkat and Wakeland (2006) investigated the environmental performance for CO 2 emissions using simulation model and suggested that it is quite possible for lean & green to be in clash that leads to tradeoffs and further chances for optimization; Hibadullah et al (2013) explored the relationship between lean and environmental performance in Malaysian automotive industry by structural equation modelling (SEM); Yang et al (2010) hypothesized that environmental management is partially an extension of advanced manufacturing practices and found that the electronic & electrical industries in China & Taiwan have developed their own practices; Herron and Hicks (2008) disseminated the selected lean techniques in companies of north-east England to improve productivity and obtained the savings as eight times greater than total costs from 15 companies; …”