El sector textil mundial, como se sabe, genera desperdicios a través de todos los procesos productivos, que, por lo general son manejados de manera inadecuada. Las empresas buscan implementar conciencia ambiental para que la producción se realice de manera eficiente y sostenible. Esta situación resulta de mayor impacto en las empresas textiles de menor envergadura, por ejemplo, las MYPES. Por ello, el presente artículo propone la aplicación de la filosofía Lean. Al respecto, se han realizado estudios que demuestran el impulso de esta filosofía al desarrollo Green, obteniendo resultados eficientes para las empresas. El objetivo de este trabajo es proponer un nuevo modelo Lean-Green, el cual está estructurado en seis fases: Fase 0 Formación del pensamiento ambiental, Fase 1 Estabilización de los flujos de valor, Fase 2 Identificación de los aspectos e impactos ambientales, Fase 3 Medir el flujo de valor ambiental, Fase 4 mejora de una corriente continua, Fase 5 mejora continua. La herramienta Lean que se implementará es el KAIZEN y, el modelo se validó en una empresa de confección textil, cuyos resultados implicaron un 25% de aumento en la producción y un 15% en la reducción del impacto ambiental. / As is known, textile industry produce wastes through all the production process that usually are poor handled. Businesses try to implement environmental awareness to make the production efficient and sustainable. This have more impact on small textile businesses like MYPES. Thus, this article propose the application of the Lean philosophy. There have been studies that this philosophy helps to develop the Green with great results for the business. The aim of this article is to propose a new Lean-Green model structured in six steps: Phase 0 create an environmental way of thinking, Phase 1 stabilization of flow values, Phase 2 recognition of environmental aspects and impacts, Phase 3 measure the environmental value flux, Phase 4 improvement of a continuous flow, Phase 5 continuous development. The Lean tool to apply is the Kaizen and the model have been validated on a textile production business. The results of this shows a 25% increase of the production and a 15% decrease of environmental impact. / Tesis

Yes / Despite the widespread recognition of the paybacks of “going green” and “going clean”, limited research has focused on the impact of lean-green strategy on firm growth. In this study, we contribute to strategy and environmental sustainability literatures by investigating the possibility that the influence on lean-green strategy and firm growth is driven by different levels of industry competition, managerial power and family ties. Using panel data from 732 firms in four major industrialised economies (the US, Germany, France and the UK), we found that lean-green strategy positively relates to firm growth and this relationship is amplified at higher levels of competition, managerial power and family ties. Theoretical and practical implications of the study are also discussed.

Depuis les années 80, les entreprises des pays développés sont confrontées à une concurrence de plus en plus acérée. Dans ce contexte, l'adoption du Management Lean s'est généralisée. Il vise à accélérer les flux, à réduire les non valeurs ajoutées, dans le cadre d'un processus d'amélioration continue. Par ailleurs, depuis les années 90, le développement durable suscite un intérêt croissant. La responsabilité sociétale des entreprises (RSE) est la contribution des entreprises aux enjeux du développement durable. La démarche consiste pour les entreprises à prendre en compte les impacts sociaux et environnementaux de leur activité pour adopter les meilleures pratiques possibles et contribuer ainsi à l'amélioration de la société et à la protection de l'environnement. Cette étude positionne l'intégration Lean Green au service d'une stratégie de Responsabilité Sociétale de l'Entreprise (RSE). Un premier modèle stratégique Lean Green donne un cadre structuré pour des développements scientifiques ciblés, priorisant telle ou telle performance. Une segmentation selon la performance majeure impactée (économique, sociale) au-delà de la performance environnementale et le périmètre (interne / externe à l'entreprise), est proposée. Quatre stratégies se dégagent alors : l'éco-efficience, l'éco-responsabilisation, l'éco-partenariat, l'éco-solidarité. Chaque stratégie répond à des parties prenantes spécifiques de l'entreprise. Pour l'éco-efficience, une étude quantitative (plan d'expérience) hiérarchise les facteurs impactant la minimisation des déchets en Production et montre l'intérêt d'associer les 2 méthodes : les « 7 muda » du Lean et la hiérarchie 3R (Réduire, Réutiliser, Recycler) du Green. L'exploitation d'une « matrice Lean 3R » est même souhaitable. Pour l'éco-responsabilisation, un modèle de Management Visuel de l'Eco-Performance (MVEP), évalué qualitativement (recherche-intervention) améliore un indice de motivation. Il est révélé que l'intégration d'une dimension écologique dans l'animation d'une performance économique, est favorable à son amélioration. / Since the 80s , companies in developed countries are facing with competition increasingly sharp . In this context, the adoption of lean management has become widespread. It aims to speed up the flow , to reduce non- value added , as part of a continuous improvement process. Moreover, since the 90s , sustainable development is a growing interest . Social responsibility (CSR) is the business contribution to sustainable development issues. The approach is for companies to take into account the social and environmental impacts of their business to adopt the best practices and contribute to the improvement of society and the protection of the environment. This study positions the integration Lean Green serving a strategy Corporate Social Responsibility (CSR) . A first strategic Lean Green model gives a structured framework for targeted scientific developments, prioritizing a particular performance. Segmentation according to the impacted (social, economic) major performance beyond environmental performance and the scope (internal / external to the company) , is proposed. Four strategies emerge then : eco-efficiency , eco-responsibility , eco-partnership , eco- solidarity. Each strategy responds to specific stakeholders of the company. For eco-efficiency, a quantitative study (design of experiment) prioritizes the factors affecting the minimization of waste in production and demonstrates the value of combining the two methods : the Lean "7 muda " and the Green 3Rs hierarchy ( reduce, Reuse, Recycle). Operating a "matrix Lean 3R " is desirable. For eco-responsibility, a model of Visual Management of Eco-Performance (VMEP), evaluated qualitatively (intervention research) improves an index of motivation. It is revealed that the integration of environmental considerations into the animation of economic performance , is in favor of improving.

This thesis reviews and analyses the potential impact of maintenance on the fulfilment of Green Production Systems. Overall aim is to highlight how maintenance may contribute to decreasing the environmental impact of production. The thesis is based on the combination of literature studies and set of qualitative interviews conducted in selected companies. Three Swedish manufacturers were interviewed about their way of working, as well as their views on sustainability within operation management including maintenance. The results of the research explains why some organisations fail to recognize maintenance’s role to achieve sustainability, and how maintenance has been characterized in these organisations, namely by: short term pressures, reactive approach, neglecting hidden costs, lack of teamworking between production and maintenance departments, and low focus (hierarchical low status) on maintenance importance, resulting in lack of skilled labor available in organizations. In contrast, practices and strategies to succeed found to be based on the following: long term thinking, structured way of working, a proactive approach to maintenance, aiming to integrate core values into operational work, and establishing an environment which fosters continuous improvement and employee development. Same study identifies areas and "effects of poor maintenance" to be dealt with in the journey toward sustainable production, these are: economic, quality, processes wastes, emissions, resource consumption, safety and work environment related. It is therefore suggested that organizations may choose a proactive approach to maintenance that is best suited to their needs, which allows efficient production and long-term profitability, while considering safety and environmental aspects. Various concepts are available, but the organisation has to optimise on the combination of various practices. Following to the findings, a proposal is made that proactive culture should be integrated into daily work in a practical way such as Safety-Quality-Environment becomes everyone's responsibility. Sustainable perspective and sticking to best course of proactive measures are prioritized against short term pressures. To support this proposal a toolkit is developed that can be used at team/level continuous improvement programs, based on the PDCA model. Finally, the thesis emphasizes what benefits the optimum maintenance can provide on the fulfilment of competitive and resource-efficient production systems.

Depuis les années 80, les entreprises des pays développés sont confrontées à une concurrence de plus en plus acérée. Dans ce contexte, l'adoption du Management Lean s'est généralisée. Il vise à accélérer les flux, à réduire les non valeurs ajoutées, dans le cadre d'un processus d'amélioration continue. Par ailleurs, depuis les années 90, le développement durable suscite un intérêt croissant. La responsabilité sociétale des entreprises (RSE) est la contribution des entreprises aux enjeux du développement durable. La démarche consiste pour les entreprises à prendre en compte les impacts sociaux et environnementaux de leur activité pour adopter les meilleures pratiques possibles et contribuer ainsi à l'amélioration de la société et à la protection de l'environnement. Cette étude positionne l'intégration Lean Green au service d'une stratégie de Responsabilité Sociétale de l'Entreprise (RSE). Un premier modèle stratégique Lean Green donne un cadre structuré pour des développements scientifiques ciblés, priorisant telle ou telle performance. Une segmentation selon la performance majeure impactée (économique, sociale) au-delà de la performance environnementale et le périmètre (interne / externe à l'entreprise), est proposée. Quatre stratégies se dégagent alors : l'éco-efficience, l'éco-responsabilisation, l'éco-partenariat, l'éco-solidarité. Chaque stratégie répond à des parties prenantes spécifiques de l'entreprise. Pour l'éco-efficience, une étude quantitative (plan d'expérience) hiérarchise les facteurs impactant la minimisation des déchets en Production et montre l'intérêt d'associer les 2 méthodes : les " 7 muda " du Lean et la hiérarchie 3R (Réduire, Réutiliser, Recycler) du Green. L'exploitation d'une " matrice Lean 3R " est même souhaitable. Pour l'éco-responsabilisation, un modèle de Management Visuel de l'Eco-Performance (MVEP), évalué qualitativement (recherche-intervention) améliore un indice de motivation. Il est révélé que l'intégration d'une dimension écologique dans l'animation d'une performance économique, est favorable à son amélioration.

Abstract  Bachelor´s thesis, Enterprising and Business Development, Linnaeus University School of Business and Economics, 2EB01E, VT 2017  Authors: Malin Borg and Emma Hattenhauer Tutor: Dan Halvarsson  Title: ”Is doing good ever good enough?” - a study of Swedish consumers’ perception and attitude towards companies using green marketing. Background: More now than ever are people interested in how they themselves affect the environment and how the companies work green. By implementing a “green marketing” strategy, companies use their environmental work as a marketing tool with different agendas. Some authors claim that this strategy is used in order to find new markets and new consumers while some say that it is a way for companies to encourage further green work to their market shares. Not all green work is however shown to the public, in some cases it is done in the dark in order to lower the external pressure of possible scrutiny, a strategy also called lean or muted greening. Theory explains that in contrast to this muted strategy consumers perceive transparency within a company and its green work highly important, as well as how a green marketing campaign is presented with words and terminology. It is of great important to consider what the consumers demand from a company in order for them to fully succeed with their green marketing campaign and build trust between the company and the consumer.  Purpose: The purpose of this study is to create understanding of Swedish consumers’ perception and attitude towards companies that are using a green marketing strategy. Method: This study uses a deductive approach with a qualitative nature, where words and explanations are of interest and is carried out through eight individual semi-structured interviews with respondents all living in Sweden found through a convenience sampling method. With a used hermeneutic approach the respondents subjective opinions has lead the research in the direction it has taken and further pre-understandings has been created. Conclusion: Through this study it has been found that the main-key to a successful green marketing campaign among Swedish consumers is trust. Without trust towards a company Swedish consumers explain themselves as not believing in green marketing done by a company. Social media is a communication channel that, among Swedish consumers is not perceived credible and should therefore not be used when doing a green marketing campaign. The concept of lean or muted greening is something that 6/8 respondents considered positive while 2/8 felt the opposite, however all considered transparency as a highly important factor in order to not miss trust a company and believing that, if something is hard to find maybe it is not done as presented. Language and terminology are two closely related and much important aspects that need to be clear and easily understood, however not excluding important aspects but rather give further explanations about concepts that might be considered complicated.

There is much interest in the protection of the ecosystem within the oil and gas industry. This is particularly significant in the countries of the Middle East where the oil and gas sectors contribute a large part, in some cases all of the country economies. A case study research analysis into the Lean and Green principles of one of the State of Kuwait organisations could offer the country huge potential and could benefit other Arabian Gulf countries. In the chosen country (Kuwait), Kuwait Oil Company (KOC) has no other outlet for its business apart from oil and gas production. It also does not concern itself with other support business that could contribute to Kuwait's economy.