International Journal of Advanced Mechanical Engineering.

ISSN 2250-3234 Volume 4, Number 5 (2014), pp. 509-514

Research India Publications
http://www.ripublication.com/ijame.htm

Lean and Green Manufacturing: Concept and its

Implementation in Operations Management

Suresh Prasad*1 and S.K. Sharma2

1
Department of Mechanical Engineering, I.T.S. Engineering College
46, Knowledge Park 3, Greater Noida 201306, UP, India.
2
Department of Mechanical Engineering, & Dean Students Welfare (NIT),
National Institute of Technology (NIT), Kurukshetara 136119, Haryana, India.

Abstract

To stay competitive, companies facing todays levels of unprecedented

global competition must design and offer better products and services
and improve their manufacturing operations. Lean manufacturing has
been used to improve operational performance. Operations
management is concerned with converting materials and labor into
goods and services as efficiently as possible to maximize the profit of
an organization. It is in order to create optimized versions that make
the best use of resources without affecting the services delivered or
product created. Green manufacturing is a method of manufacturing
that minimizes waste and pollution. Lean manufacturing is the system
which aims in elimination of the waste from the system with a
systematic and continuous approach. This study aims to discuss the
lean and green manufacturing concept and its implementation in
operation management. Operations management teams attempt to
balance costs with revenue to achieve the highest net operating profit
possible. In this direction, techniques of lean philosophy can play the
great role.

Keywords: Lean Manufacturing; Green Manufacturing; Operations

Management; Waste.

1. Introduction
Operations management talks about applying business organization and management
concepts in creation of goods and services. Operations management teams design the
510 Suresh Prasad & S.K. Sharma

method of conversion of inputs (materials, labor, proprietary information, etc.) into

outputs (goods, services, value-added products, etc.) that is most beneficial to the
organization. Operations management teams attempt to balance costs with revenue to
achieve the highest net operating profit possible. For achieving this, lean and green
manufacturing concept can be implemented in the industry.

1.1 Lean Manufacturing

The concept of Lean Manufacturing was first seen in Japan particularly in Toyota
Production System. Lean manufacturing was originally developed by the Toyota
Motor Co. in Japan based on concepts pioneered by Henry Ford. The concepts, tools
and techniques had gone through a lot of testing before they were accepted .Lean
manufacturing means manufacturing without waste. Waste takes many forms and can
be found at any time and in any place. It may be found hidden in policies, procedures,
process and product designs, and in operations. Waste consumes resources but does
not add any value to the product.

1.1.1 Wastes
Waste in any organization or process is referred to the misuse of resources, production
not fit for sale or resources that tie up cash and inventory while providing little or no
benefit to the organization or its consumers. These resources could be better used
elsewhere in the organization invested in value creating operations or opportunities.
The aim of lean manufacturing should be about eliminating waste from their systems
and operations and extracting as much outputs as they can from minimal inputs.
There are seven kinds of muda i.e., waste, that is addressed in the TPS are
Waiting,Transport or Conveyance, Defects or Correction, Over-production,
Unnecessary Motion or Movement, Unnecessary Inventory, Inappropriate processing.
The ultimate goal is to have a minimum waste in the operations of the plant.

1.1.2 Lean manufacturing and traditional manufacturing

The lean manufacturing techniques are conceptually different from the traditional
process. For example, the traditional manufacturing work is based on inventory. But
Lean Manufacturing questions the role of inventory and defines it as a waste and
reflects the imperfections that the system has. Lean Manufacturing is in direct
opposition with traditional manufacturing approaches characterized by use of
economic order quantities, high capacity utilization, and high inventory. In changing
from a traditional environment to one of lean production, cultural issues will emerge
quickly, as well as resistance to change. A managing change program is needed to
accompany the effort. It has been established beyond doubt that the organizations that
have mastered lean manufacturing methods have substantial cost and quality
advantages over those which are still practicing traditional mass production (Singh and
Sharma, 2009).
Lean and Green Manufacturing: Concept and its Implementation in Operations 511

1.2 Green Manufacturing

Green Manufacturing is a method of manufacturing that minimizes waste and pollution
achieved through research and process design. It is also a method that supports and
sustains a renewable way of producing products and/or services that do not harm us or
the environment. Green Manufacturing goals are also to conserve natural resources for
future generations. The benefit of Green Manufacturing is to create a great reputation
to the public, saves useless cost, and promotes research and design.

2. Literature Review
This chapter contains a comprehensive review of the literature with reference to lean
manufacturing, green manufacturing and operation management .
The challenges include integrating environmental, health, and safety concerns with
green-product design, lean and green operations, and closed-loop supply chains.
Angell et al. (1999) outlines the development of environmental operations
management, and discusses the integration of environmental and operations
management in terms of both practice and recent research.
Saurin et al. (2009) presents guidelines for assessing lean production (LP) impacts
on working conditions on employees either at a plant or departmental level, which
were tested on a harvester assembly line in Brazil. The impacts detected in that line
may provide insights for other companies concerned with balancing lean and good
working conditions. Since the method adopted for assessing the impacts is fairly
simple, it is a workable alternative for companies interested in surveying how LP is
affecting their workforce.
Oliveira et al. (2008) studied the leveling production problem at a small to medium
foundry industry in Brazil. It presents a computer simulation model that has been used
to balance the workflow of production operations to reduce the time of pouring times
through an improvement in industrial layout and workload balancing including
workers multi skilling training. According to Congbo et al.(2010) Green
manufacturing (GM) is a kind of modern manufacturing mode with the full
consideration of resources consumption and environmental impact. Reducing
environmental impacts and resource consumption in manufacturing processes is one of
the important issues in green manufacturing (Yan et al., 2008). Therefore, activities
taking place in the supply chain can have an influence on the selection of
environmental technologies within a focal plant. Proactive environmental practices can
lead to win-win opportunities in terms of environmental and manufacturing
performance (Sarkis& Rashid, 1995). Other studies even proposed that organizations
can develop some capabilities through their environmental effort, which translate into
competitive advantage leading to greater profitability (Porter &Linde, 1995). To date,
very little attention has been devoted to the potential influence of environmental
management in the supply chain on plant-level performance.
Green manufacturing has become an important issue in industry, driven by
regulations governing manufacturing emissions, growing worldwide environmental
512 Suresh Prasad & S.K. Sharma

certification requirements (ISO 14000) and an emerging consumer preference for

ecolabel products (Singh et al., 2009).
According to Deif (2011) with todays global awareness of environmental risks as
well as the pressing needs to compete through efficiency, manufacturing systems are
evolving into a new paradigm. He presents the model which can capture various
planning activities to migrate from a less green for the new green manufacturing
paradigm into a greener and more eco-efficient manufacturing.

3. Tools and Technique to Apply Lean Principles in Operation

Management
Some key lean tools and techniques have proven especially effective in reducing waste
and improving sustainability in operation. In order to apply lean principles in operation
management, some. tools and techniques are Kanban, Kaizen, operator care program,
SMED, and 5S. Some of the lean tools are briefly explained as

3.1 Kan-ban System or pull-systems

A Kan-ban is a card containing all the information required to be done on a product at
each stage along its path to completion and which parts are needed at subsequent
processes.This concept focuses on reducing excess inventories of raw or work-in-
process materials which cannot be consumed immediately by the production cycle.

3.2 Operator care programs

IT focused on developing standards of practice within the operating units decrease
variation in the manufacturing process, which reduces the amount of product and raw
materials waste.

3.3 SMED or single minute exchange of dies

It is a practice that helps the organization to reduce changeover durations in order to
adjust the manufacturing process based on product demand. It has the potential to
reduce the amount of waste generated from raw and unprocessed materials left over in
the manufacturing processes.

3.4 5S
It means Sort (remove that which is not needed), Set In Order (organize remaining
things), Shine (clean and inspect working place), Standardize (write standards for
above), Sustain (regularly implement the standards)

4. What Islean to Green in Operation Management?

Reducing environmental impacts and resource consumption in manufacturing
processes is one of the important issues in green manufacturing (Yan et al.2010).
Operation management (OM) is attempting to use the tools and concepts of lean
operations to add green metrics to the measures of excellence companies use in
Lean and Green Manufacturing: Concept and its Implementation in Operations 513

evaluating business processes (Kleindorfer et al.2005).According to Angel (1999), the

field of operations management continues to expand in scope, currently towards the
integration of environmental improvements into all areas of structural and
infrastructural operating decisions.
Although wastes have different types of categories, both(Lean and Green waste)
sets are designed to increase the efficiency and effectiveness of the value stream or
system. To do this a traditional Lean thinker would seek to map these wastes in
order to identify how they might be reduced or eliminated. It is found that there is no
such thing as the right tool to do this. It takes a combination of diagnostic approaches,
all with their strengths and weaknesses. In a similar way there is no single right green
mapping tool, more a range of approaches for different stages of the processes. It
emphasizes the legitimacy of environmental objectives as consistent with the overall
requirements of product quality and economy. Lean manufacturing is the business
model and collection of tactical methods that emphasize eliminating non-value added
activities (waste)while delivering quality products at lowest cost with greater
efficiency. With these concepts in mind, lean manufacturing is a link to green
engineering.
The leading similarity between the benefits of lean and the benefits of green is
waste, and so it makes perfect sense that in order to achieve higher levels of
environmental performance, the organization must first adopt the principles and
practices of lean manufacturing.

5. Conclusion
Lean and green manufacturing concept is one of the best recent trends in operation
management. Operations management has long been focused on waste reduction, so
modern management programs like Lean Manufacturing represent today's best
practices in operation management. Even without explicitly targeting environmental
results, lean efforts can yield sufficient environmental benefits. However, because
environmental wastes and pollution are not the main focal points, these achievement
may not be maximized in the normal scheme of lean . Thus it is concluded that the two
strategies (lean and green) can be integrated and offered simultaneously in the
operation management to reduce both waste and pollution. This will certainly increase
productivity and profit of the organization. Higherproductivity is critical for the long-
term competitiveness and profitability of organizations. It can be effectively raised if it
is managed by lean manufacturing tools. For implementation of lean and green concept
in the operation management, some tools and techniques have to be implemented in
operation according to need. Some of the lean tools have been briefly explained in this
paper also.

References
[1] Angell, L.C., Lewis, H.S., (1999) Environmental and Operations
Management Face the Future Decision Line.
514 Suresh Prasad & S.K. Sharma

[2] Congbo, L., Fei, L., Xianchun, T. and Yanbin, D., (2010) A methodology for
selecting a green technology portfolio based on synergy International Journal
of Production Research; Dec, Vol. 48 Issue 24, pp.7289-7302
[3] Deif, A., A system model for green manufacturing Journal of Cleaner
Production; Sep2011, Vol. 19 Issue 14, pp.1553-1559
[4] Editorial (2009) Advancing lean manufacturing, the role of IT Computers in
Industry (Elsevier), 60, pp.235236
[5] Kleindorfer, Singhal, and Wassenhove, V., (2005) Sustainable Operations
Management Production and Operations Management 14(4), pp. 482492,
Production and Operations Management Society
[6] Oliveira, C.S., Pinto, E.B.,(2008)Lean manufacturing paradigm in the
foundry industry EstudosTecnolgicos-Vol. 4, no. 3 pp.218-230
[7] Porter, M. E. &Linde, C.V (1995). Green and Competitive: Ending the
Stalemate. Harvard Business Review, 73(5), pp.120-133.
[8] Sarkis, J., &Rasheed, A. (1995). Greening the Manufacturing Function.
Business Horizons, 38(5), pp.17-27.
[9] Saurin, T.A, Ferreira, C. F., (2009) The impacts of lean production on
working conditions: A case study of a harvester assembly line in Brazil
International Journal of Industrial Ergonomics (Elsevier) 39 pp. 403412
[10] Singh, B. and Sharma, S.K., (2009) Value stream mapping a versatile tool for
lean implementation: an Indian case study of a manufacturing firm
Measuring Business Excellence Vol. 13 NO. 3, pp. 58-68, Q Emerald Group
Publishing Limited, ISSN 1368-3047
[11] Singh, B., Garg, S.K. & Sharma, S.K., (2009) Reflective Practice : Lean can
be a survival strategy during recessionary times International Journal of
Productivity and Performance Management,Vol. 58 No. 8, pp. 803-808
,Emerald Group Publishing Limited 1741-0401
[12] Yan ,H., Fei, L. and Jinlang, S. (2008) A Framework of scheduling models in
machining workshop for green manufacturing Journal of Advanced
Manufacturing Systems, Vol. 7, No. 2 pp.319322
[13] Yan. H., Fei, L. and Jinliang, S., (2010)A framework of scheduling models in
machining Metal casting News ,6 Foundry Management & Technology.