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首页> 外文期刊>International journal of productivity and performance management >Could lean and green be the driver to integrate business improvement throughout the organisation?
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Could lean and green be the driver to integrate business improvement throughout the organisation?

机译：精益和绿色是否可以成为在整个组织中整合业务改进的动力？

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Purpose - It seems to be the consensus (Zhang et al, 2012; George et al, 2003; Arumugam et al, 2013) that Lean Six Sigma (LSS) has become a beneficial improvement initiative used in a variety of industries. There is a move towards integrating any high-level business improvement methods holistically throughout the whole organisation. Indeed, Hoerl (2014) explored the idea that when using LSS for business improvement, the programme should engage the whole organisation in much the same way as the financial function is present throughout each department The purpose of this paper is to posit that using the lean and green agenda may be the driver to achieve integration. Design/methodology/approach - The research adopted a subjective ontological perspective with the researcher using participant observation as the main research instrument. Denzin and Lincoln (2005) note that it is now common for scholars to argue that the only relevant data are those based upon the personal experience of the researcher; this served as an informing foundation for the approach for the exploration of the topic. Based on multiple case studies, chosen because they operate in different sectors, the paper adopted an extended case method (Burawoy, 1998) to analyse and gather the research. The organisations were chosen because they both were at a similar stage in their continuous improvement (CI) journey. The main reasoning behind the selection of the two different organisations is to reach Thick Description" (Geertz, 1973, p. 3,2001). Findings - The findings suggest that there are still significant benefits of implementing a large-scale lean agenda in particular when using an LSS methodology. The paper finds mat there are also significant gaps rnadiieving full integration within the organisation and argues that lean and □ are still the remit of the operations manager. The document goes on to argue that if the CI initiative is driven by the corporate social responsibility (CSR) plan, then any lean/lean green implernentation will enable the company to drive CI integration with all stakeholders. Research limitations/implications - The research has implications for those responsible for the CSR function within the organisation and the operations manager who is charged with implementing any lean/lean and green CL Practical implications - The paper argues that the lean and green agenda can drive integration of any CI activity throughout the organisation and suggests that the way this can be achieved is any CI activity that is included in the wider CSR plan. Social implications - This paper contributes to the "lean and green" agenda and offers a solution for the problem of integrating LSS activities throughout the whole organisation by placing CI and LSS within the CSR remit. Originality/value - There is little consensus how this holistic integrated approach should be implemented by the company. This research uses multiple case studies to critically examine the application of LSS as an improvement programme within two large UK-based organisations, each company operating in very different industry sectors to identify the benefits of LSS but also the missed "green/societal" opportunities and argues that if any lean and lean and green agenda is to be holistically adopted, then any CI activity should be driven by the CSR department.
机译：目的-精益六西格码（LSS）已成为多种行业中有益的改进举措，这似乎已成为共识（Zhang等，2012； George等，2003； Arumugam等，2013）。目前正在朝着在整个组织中全面集成任何高级业务改进方法的方向发展。的确，Hoerl（2014）探索了这样一种想法，即在使用LSS进行业务改进时，该计划应以与整个部门财务功能相同的方式使整个组织参与进来。绿色议程可能是实现整合的动力。设计/方法/方法-该研究采用了主观的本体论观点，研究人员使用参与者观察作为主要研究手段。 Denzin和Lincoln（2005）指出，学者们现在普遍认为，唯一相关的数据是基于研究人员的个人经验的数据。这为探索该主题的方法提供了信息基础。基于多个案例研究（由于它们在不同的行业中运作）而被选择，本文采用了扩展案例方法（Burawoy，1998）来分析和收集研究成果。选择这些组织是因为它们都处于持续改进（CI）旅程的相似阶段。选择这两个不同组织的主要原因是为了达成“详细描述”（Geertz，1973年，第3页，2001年）。调查结果-调查结果表明，实施大规模的精益议程仍然具有明显的好处。当使用LSS方法论时，该论文发现在组织内部完全整合方面还存在很大差距，并认为精益和□仍然是运营经理的职权范围。公司的社会责任（CSR）计划，那么任何精益/精益的绿色实践将使公司能够推动与所有利益相关者的CI集成研究限制/含义-该研究对组织和运营中负责CSR职能的人员有影响负责实施任何精益/精益和绿色CL的经理实际含义-本文认为精益和绿色议程可以力求整合整个组织中的任何CI活动，并建议实现这一目标的方法是更广泛的CSR计划中包括的任何CI活动。社会影响-本文为“精益和绿色”议程做出了贡献，并通过将CI和LSS纳入CSR职权范围，为将LSS活动整合到整个组织中的问题提供了解决方案。创意/价值-公司应如何实施这种整体集成方法，几乎​​没有共识。这项研究使用多个案例研究来严格审查LSS在英国两个大型组织中的应用作为改进计划，每个公司都在非常不同的行业中运营，以确定LSS的优势，同时也错失了“绿色/社会”机遇，认为如果要全面采用任何精益，精益和绿色的议程，那么任何CI活动都应由CSR部门推动。

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