July 29, 2009 by Brian Butler | Filed under: Integrating EHS Management into Organizational Excellence [4]
Please follow the link below to view a powerpoint presentation on “The Path to Social Responsibility: Integrating EHS Management into Organizational Excellence”, moderated by Lisa Greenwood.
May 20, 2009 by Brian Butler | Filed under: Integrating EHS Management into Organizational Excellence [4]
Please follow the link below to view a powerpoint presentation of the findings from the workshop held at the RIT symposium on May 11th & 12th, 2009.
May 7, 2009 by maitamim and | Filed under: Integrating EHS Management into Organizational Excellence [4]
Abstract: I believe that the given abstract provides the best explanation on what this article is about. It is listed below.
“Purpose – The purpose of this article is to present a model for sustainable innovation based on learning and knowledge. Design/methodology/approach – Definitions of knowledge, innovation and learning are provided. Followed by a discussion on the link between knowledge and innovation, the concept of the nominal innovation probability space is introduced, built on the definitions of knowledge depth and knowledge diversity. Different learning styles are presented and how these can increase knowledge depth and knowledge diversity, improving a firm’s position in the innovation probability space. A final description is provided of a model for the sustainable innovation engine. Findings – The article finds that learning is essential to ensure sustainable innovation. Innovation probability is impacted by the organization’s knowledge depth and diversity. Learning styles are correlated to the firm’s innovativeness and competitiveness. Experimentation as a learning style is essential for discontinuous innovation. Learning effectiveness is increased if supported by a knowledge management approach. Sustainable innovation requires a positive feedback loop between knowledge creation (learning) and innovation. Originality/value – The article provides useful information on the introduction of the nominal innovation probability space based on a firm’s knowledge depth and diversity; the concept of knowledge empathy; and the distinction between innovation and sustainable innovation and its importance for competitive and collaborative advantage.
May 7, 2009 by maitamim | Filed under: Integrating EHS Management into Organizational Excellence [4]
ABSTRACT/CITATION 3
Abstract: This article discusses the steps a company developing semiconductor fabrications in order to implement their new EMS plan. This article discusses everything that the company needed to consider, from the beginning where they were collecting data, to the end, where they were conducting twice-yearly environmental audits.
May 7, 2009 by maitamim | Filed under: Integrating EHS Management into Organizational Excellence [4]
ABSTRACT/CITATION
Abstract: This article is based on a case in a chemical company. They studied how this company effectively implemented a ‘reuse’ program and the processes followed on how they did it. This article illustrates the decision processes and factors considered while implementing this plan. The general program development and processes taken by this company are lessons to be learned when trying to implement a ‘reuse’ policy in any other form of company.
May 7, 2009 by maitamim | Filed under: Integrating EHS Management into Organizational Excellence [4]
Abstract: This article addresses the ISO 14001 standard and how a company can develop and implement an EMS plan that conforms to the standard. Although this article deals primarily with one standard, lessons can be taken and applied to other EMS plan applications. This article “discusses the fundamental components of an ISO 14001 environmental management system, identifies decision points in the process of implementing the EMS, and suggest ideas for making those decisions.”
March 16, 2009 by Brian Butler , John Morelli , , and maitamim | Filed under: Integrating EHS Management into Organizational Excellence [4]
Organizations worldwide have improved process and operational efficiency through implementation of operational excellence and lean enterprise principles; however, while these strategies strive to eliminate “waste” in the organization, implementation generally is focused on manufacturing process efficiency, product quality, and cost reduction, and not on environmental inefficiencies. This workshop will explore whether the scope of operational excellence should be expanded to include EHS performance? If so, how could this be best accomplished?
Moderator: Lisa Greenwood
In the aftermath of Hurricane Katrina and the ongoing threat of global pandemics, organizations have been scrambling to develop business continuity plans and sustainability strategies. However, it is not clear whether the current corporate trend toward sustainability management encompasses environmental and social performance aspects as well as marketing, business management and emergency preparedness.
Organizations worldwide have improved process and operational efficiency through implementation of operational excellence and lean enterprise principles; however, while these strategies strive to eliminate “waste” in the organization, implementation generally is focused on manufacturing process efficiency, product quality, and cost reduction, and not on environmental inefficiencies. The scope of efforts toward sustainability and business excellence should be expanded to all aspects of the organization, by incorporating social responsibility into the organizational culture.
Questions:
To what extent does environmental performance factor into corporate sustainability management?
To what extent does environmental performance factor into operational excellence management?
What business or quality management tools currently exist that could be applied to improve EHS performance?
Could/should the scope of operational excellence be expanded to include EHS performance? If so, how could this be best accomplished?
