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PII: S0959-6526(16)31002-2
DOI: 10.1016/j.jclepro.2016.07.107
Reference: JCLP 7679
Please cite this article as: Fercoq A, Lamouri S, Carbone V, Lean/Green integration focused on
waste
reduction techniques, Journal of Cleaner Production (2016), doi: 10.1016/j.jclepro.2016.07.107.
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techniques
a Arts et Meé tiers, 151 Boulevard de l’Hoô pital, 75013 Paris, France b
* Corresponding author. Tel. +33 140645900, Mobile +33 607230012 (not to be published)
Abstract
responsibility, they can adopt and combine Lean and Green strategies. This paper offers a
are considered one of the main areas of the overlap between the Lean and Green
paradigms. This offers interesting possibilities for future research on the development of
present study measures the influence of different methods, derived from both the Lean
and Green approaches, on solid waste management performance. Based on these results,
outlined: the 3R Hierarchy must be preferred to a deadly waste (muda) analysis and
combining the 3R Hierarchy and the deadly wastes of Lean Management improves the
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a Lean/Green matrix —a check-list that integrates Lean and Green best practices— was
result, the impact on the waste reduction can be doubled. This work is of interest to
practitioners because they can build upon this experience to implement a waste
reduction program using a set of tools to monitor and measure the program’s
Keywords
Reduction Techniques
1. Introduction
Initially developed in the Japanese automotive industry, Lean Manufacturing now stands
as the main paradigm for industrial companies. It aims to reduce waste and improve
value, and is customer focused (high quality, low cost, short lead times) (Pettersen,
2009). A Lean company is an integrated entity that efficiently and effectively creates
Lean refers to its ability to resolve the efficiency paradox, shifting a company's focus
from resource to flow efficiency (Modig and AÄ hlstroö m, 2012). In addition, Lean
internal variability (Angelis and Fernandes, 2012). Lean is not only a set of tools, but also
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Otherwise, environmental and social concerns have become increasingly critical within
our societies and economies. Since the end of the Eighties, the sustainable development
concept (WCED, 1987), defined as “development that meets the needs of the present
generation without compromising the ability of future generations to meet their own
needs,” has aroused growing interest. A sustainable enterprise is one that contributes to
environmental benefits or what has been termed “the triple bottom line” (Elkington,
1998). The idea behind the “triple bottom line” paradigm is that a corporation’s ultimate
success or health can and should be measured no only by the traditional financial bottom
line, but also by its social/ethical and environmental performance (Norman and
MacDonald, 2004). Among the major concerns brought to the fore by the sustainability
movement are the debilitating effects of environmental pollution, which has put
taken in time. This is the reason why the green paradigm has emerged as a philosophical
operations, while still achieving its financial objectives (Garza-Reyes, 2015). According to
“Green” in this paper) is a topical strategy aimed at making decisions that are favorable
positive effects on the firm’s economic, social, and environmental performance (Zailani
et al., 2015). Green concerns increasingly span functions and organizations. In the
supplier selection process, for instance, various environmental dimensions are being
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taken into account, such as the supplier’s performance in terms of solid waste
management, energy consumption, green materials, and green design. This phenomenon
has recently been studied by Govindan et al. (2015), Wu and Barnes (2016).
Manufacturers can simultaneously adopt and combine Lean and Green strategies in
order to create an environmental stance that is a driver for reduced costs and risks,
increased revenue, and improved brand image. Phrases such as “Lean is Green” have
become increasingly mainstream (Corbett and Klassen, 2006). Steve Hope, general
manager of Toyota Motor Europe, stated that the whole company should be “green, clean
and lean”. Accordingly, Toyota was the first company to achieve “zero waste to landfill” in
the worldwide automotive industry (Farish, 2009). Bergmiller and McCright (2009a)
identify the correlation between Green operations and Lean results. They found that
Lean companies that implement Green practices achieve better Lean results than
companies that do not. Lean not only serves as a catalyst, but also is synergistic with the
Green strategy. This means that Lean is beneficial for Green practices and the
practices (Duö es et al., 2013). At the supply chain level, Green practices are often
been highlighted: the Green Supply Chain prescribes a reduction in delivery frequency in
operational supply chain performance (Carvalho et al., 2011). At the company level,
choice (Yang et al., 2011). Lean and Green manufacturing can provide the competitive
advantage and profitability that many manufacturers are looking for. In their recent
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examination of the relationships between Lean, Green, and sustainability, Dhingra et al.
(2014) observe that the previously held notion that Lean leads to Green, but not
necessarily vice versa, is reiterated and confirmed. And concerning formal management
systems, Kurdve at al. (2015) recommend the integration of the production system and
dioxide (CO2) or volatile organic compounds (VOC) emissions, waste generation and
water use (Yu et al., 2009). The latter two are very common in any industry, and waste
generation is the area that is closest to the Lean Manufacturing concept, as it is focused
on the reduction of any type of excess. Lean practitioners traditionally have focused on
what they refer to as the seven forms of waste: over-production, defects, unnecessary
motion (Pepper and Spedding, 2009). Environmental waste can be added to that list.
Bicheno (2000) identifies wasted materials as one of the “new” wastes. Environmental
impacts can be considered as a result of “green wastes” (Verrier et al., 2015). Inspired by
excessive power usage, pollution, rubbish, excessive water usage, and poor health and
safety. A key issue is the overuse of natural resources, which leads to environmental
harm (Wang and Gupta, 2011) and the depletion of those resources. As raw materials
have become more and more scarce, hence expensive, reducing their consumption is a
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This article presents a quantitative study on Lean/Green integration with a focus on
solid waste management in manufacturing. It builds on the recent work by Duö es et al.
al. (2013) point out that Lean and Green overlap especially in Waste Reduction
Techniques (WRT), which constitute the focus of our research. Martíénez-Jurado and
Moyano-Fuentes (2014) show that Lean and Green are complementary and are governed
by three main principles: waste reduction, a process-centered focus, and high levels of
art review of the research on Lean/Green (Garza -Reyes, 2015), there are some
This paper contributes to Lean/Green research in two ways. First, using the Design of
Experiments tool, this study measures the influence on waste management performance
of the different approaches: the seven deadly wastes (muda) of Lean Management, the
The remainder of this paper contains five main sections. Section 2 contains the literature
review and states the research hypotheses. Next, the quantitative methodology is
detailed in Section 3. Findings are presented in Section 4. The 5 th section interprets the
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In keeping with the research question, the literature review is divided into four parts:
program in manufacturing.
Lean offers organizations a toolbox of methods that can be used to eliminate waste from
business processes. Lean practitioners have traditionally focused on what they refer to
motion, and excessive processing (Pojasek, 2008). The matrix below (Table 1) illustrates
the link between the deadly wastes (commonly called muda — the Japanese term) and
solid waste impacts according to the US EPA (2007). For instance, overproduction
generates excess products that may spoil or become obsolete, requiring disposal. In
addition to this qualitative approach, it is interesting to measure the impact of using the
"muda" concept on a program to reduce waste in the manufacturing sector. This original
H1 – A deadly waste (muda) analysis will optimize a progress plan to reduce the amount
of waste incinerated.
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Inventory
Transportation and
motion Defects
Over processing
Waiting
The production of waste and its disposal through end-of-pipe means (e.g., landfill,
their stakeholders. Landfill disposal generates costs for the firm in transport and
disposal fees. It also represents an opportunity cost owing to the loss of material that has
potential reuse value. Waste reduction, rather than waste disposal, offers a range of
benefits to a firm’s environmental and financial performance (King and Lenox, 2001).
Reducing waste in processes or reusing waste as raw material can reduce costs for firms
(Doonan et al., 2005). Simpson and Power (2005) have demonstrated that investments
in resources that allow firms to improve their waste reduction performance have
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Least preferred Most preferred
Source 1 2 3 4 5 6 7
Allen, D.M. (1994) X X X X X
Petek and Glavic (1996) X X X X X
(2006)
US EPA (2007) X X X X X
Black and Phillips X X X X X
(2010)
Schroeder and Robinson X X X X X X
(2010)
1 - Disposal / Landfilling / Incineration; 2 - Recovery / Retrieve energy; 3 - Recycle; 4 - Reuse; 5 -
Reduce / waste minimization by source; 6 - Prevention at design stage; 7 - Elimination / Refine
These hierarchies set out the priorities for waste management. As early as 1994, Allen
defined the five echelons of a waste hierarchy. First, disposal – usually landfill or
incineration – is the least attractive waste management option. The second level is the
recovery of value or energy from waste materials. This includes material recycling,
composting and the recovery of energy from waste. Third, reuse involves putting objects
back into use so they do not enter the waste stream. Reduction is the main priority for
The final aim is the total elimination of waste by radical process changes (usually an
Reuse, Recovery). Dan Azimi Jibrila et al. (2012) state that the 3R hierarchy is a strategic
skillful techniques to minimize the volume of discarded waste materials. The waste
practice, and emphasizes reducing waste at the source (Schroeder and Robinson, 2010).
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As such, the 3R hierarchy can be regarded as a reference method for operating a waste
have been developed. Hicks et al. (2004) present a generic functional model for modeling
the material and flow of waste from both a physical and cumulative cost perspective. A
highlight and monitor the sources of waste throughout the production processes, cost
and environmental impact analysis to perform a cost analysis and to prioritize the
detailed step-by-step solution for reducing, reusing, recycling and safe disposal of the
waste. To support such a framework, Darlington et al. (2009) describe a set of tools for
flow and an input (raw materials) / output (wastes) diagram through the various stages
of manufacturing. Other researchers (Hogland and Stenis, 2000; Maxime et al., 2006)
produce a similar deliverable: input and output flows, flows of solid residues and of
A large number of studies have developed optimization methods, but without doing a
quantitative study of the impact of the 3R hierarchy or any other particular tool to
minimize solid wastes in manufacturing. This is why, in this paper, the impact of the 3R
the "seven deadly wastes" of lean management. Thus, our second hypothesis is:
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H2 - As a reference method, the 3R hierarchy is a better tool than the seven deadly waste
Lean Manufacturing focuses on the elimination of waste within the production system
through continuous improvement and process changes to reduce non -value added
activities (Womack et al., 1990). Cleaner production, on the other hand, introduced by
causes of pollution. This approach aims to prevent pollution at its very source, as
opposed to the end-of-pipe solutions practiced in many industries (Purba Rao, 2004).
Manufacturers can simultaneously adopt both Lean and Green strategies in order to
create an environmental stance that is a driver for reduced costs and risks, increased
revenue, and improved brand image. The pioneering work by Florida (1996) has already
argued that the efforts of firms to improve manufacturing processes and increase
and Garza-Reyes (2015) confirm interest in a combined “Lean and Green” strategy.
Acknowledging that the scope of application for a Lean/Green approach is very often the
supply chain or parts of it, Garza-Reyes (2015) argues that there is a shortage of Lean
and Green research focused on the company level, and in particular, “on developing
measurement methods or models for specific processes and industries”. The main
argument supporting the idea of the virtual convergence between Lean and Green is that
using Lean principles in environmental projects will help create a cooperative approach
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system that is efficient, well organized, and devoted to continuous improvement and the
elimination of all forms of waste. There is great potential for benefits to a firm’s
environmental management practice (Simpson and Power, 2005). On the other hand,
operational performance objectives such as quality, reliability and volume flexibility can
be improved through more ecological supply chain management and with adequate
recycling and reverse logistics systems (Gonzaé lez-Benito and Gonzaé lez-Benito, 2005).
Bergmiller and McCright (2009b) confirm that Green manufacturing drives Lean results
and, in particular, improved cost performance. More recently, the convergence between
the two concepts has again been underlined: Lean orientation may also help firms adopt
environmental management practices that aim to reduce waste and pollutant emissions
(Yang et al., 2011). Furthermore, research by Hajmohammad et al. (2013) indicates that
a good way to facilitate the implementation and adoption of environmental practices and
context based on Lean Management principles. Chiappetta Jabbour et al. (2013) confirm
Lean/Green program. Tseng et al. (2013) identify Lean Supply Chain management as a
scholars tend to converge on the mutual and reciprocal benefits that derive from a
The main overlapping area between the two approaches seems to be linked to the
principles and practices have to integrate waste reduction from the Lean approach in
order to be effective. Mollenkopf et al. (2010) argue that Lean and Green strategies are
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often seen as compatible initiatives because of their joint focus on waste reduction. Duö es
et al. (2013) agree, but show that the overlap of the Lean and Green paradigms
encompasses other common features (beyond waste and waste reduction techniques),
such as people and organization, lead time reduction, supply chain relationship and Key
Performance Indicators built around service level attributes. Figure 1 shows the concept
of waste within the Lean and Green approaches and their overlapping areas.
This broader view of the overlap between Lean and Green has also been adopted in
recent studies. Martíénez-Jurado and Moyano-Fuentes (2014) argue that Lean and Green
are complementary and are governed by three main principles: waste reduction, a
view, waste reduction is one of the key areas, although it needs to be complemented by
human resource participation and the process management approach. Another very
recent work by Verrier et al. (2016) defines an original framework — the Lean and
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Green House — based on the “Lean House” from the Toyota Production System and
Green way of thinking through detailed best-practices. Moreover, the authors develop a
Lean and Green maturity model, similar to Capability Maturity Model Integration
approach.
Despite the fact that the convergence between the two approaches is unanimously
acknowledged, one question has been overlooked in the literature. Following Garza-
Reyes (2015), a research gap exists concerning how to measure the compatibility
between Lean and Green and their joint effects. Most of the papers that have tried to
answer this question draw upon qualitative approaches, except for three recent studies.
The first (Chiarini 2014) quantifies the environmental performance obtained through
the implementation of five Lean tools (Value Stream Mapping (VSM), 5S, etc.) and links
each tool to a specific environmental performance (oil leakages, elimination of dust, etc.).
The second (Ruisheng et al., 2015) demonstrates that carbon footprint / Carbon-Value
Efficiency and lead time can be improved at the same time. The third study (Verrier et al.,
2014) proposes a framework for Lean and Green management, which includes Lean
In the same vein as these recent articles, our research tackles the issue of measuring the
change in environmental impact can that be attributed to the use of Lean and Green tools
in the specific case of a waste reduction program. The study builds on the recent work by
Duö es et al. (2013), which specifies the nature and attributes of the integration of
Lean/Green and WRT. Their qualitative research calls for quantitative and
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experimental developments to strengthen the validity of the basic principles promoting
the integration of Lean and Green principles in waste reduction programs. Therefore,
testing our third hypothesis will involve measuring the overall increase in WRT
H3 - Combining the two methodological approaches (3R hierarchy, Lean deadly wastes)
leads to better performance for solid waste reduction than the 3R Hierarchy alone.
integrate the 3R process with the deadly wastes (muda) of Lean Management. Our
proposal for an integrated framework that includes Lean and Green Tools extends the
work by Duarte and Cruz-Machado (2013) and Pampanelli (2014). Duarte and Cruz-
Pampanelli et al. (2014) propose a Lean and Green model to improve mass and energy
level to apply Lean thinking. A focus on waste minimization completes these two models
and contributes to answering the research question raised by Garza-Reyes (2015): What
deployment of Lean and Green approaches requires tools and metrics to evaluate the
From Table 1 above “Lean and solid waste impacts” (US EPA, 2007), each muda category
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checklist for a waste minimization program in manufacturing. By linking each action to
the 3R items, a matrix is formed. For example, the deadly waste “transportation and
motion” is connected to each of the three Rs: Reduction, by optimizing the location of
transport of waste. Thus Table 3 offers a potentially useful method to address the waste
progress plan. Building on the work of Liker (2004), this structured checklist of good
practices, corresponding to the seven muda, is a suitable method for stimulating the
support of the model by Pampanelli et al. (2014), specifically during the improvement of
the environmental value stream. Accordingly, we postulate that the Lean/3R matrix is a
3R
Deadly wastes Lean
(muda) 1 - Reduction 2 - Re-use 3 - Recovery
Over production . Adhering to the production schedule generates just the X
right amount of output
. Excess production is donated to charities X
Inventory . Inventory control eliminates the obsolete materials or X
products
. Process optimization upstream of inventories reduces X
their level to the minimum
Transportation and . An optimum location reduces need for packaging X
motion . Introduction of re-usable packaging X
. Internal recycling reduces transport X
. Pooling waste transport reduces environmental impact
per tonne of waste X
Over processing . The products are made at the right level of quality X
required
. Process control optimizes material efficiency X
. Strict rules limit material use to the right amount
X
Waiting . Reducing work-in-progress inventory prevents damage to X
the material / product
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Therefore, our final hypothesis is:
H4 – A Lean/3R matrix combining the Lean “deadly wastes” approach and the 3R
manufacturing
To conclude this section, the different hypotheses formulated are summarized in the
following diagram (Figure 2), which presents the hierarchy of progress levels for a waste
With a focus on solid waste performance, this framework can provide an answer to a
recent call (Garza-Reyes, 2015) for a method to distinguish the individual contributions
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of Lean and Green to an organization’s performance in an integrated Lean/Green
approach.
3. Methodology
3.1 Introduction
testing the proposed hypotheses (Yin, 2009). The aim of the hypotheses developed in the
the performance of a solid waste management program (reducing the amount of waste
studied is desirable (Savall and Zardet, 2004). The Design of Experiments method is a
process (Antony and Antony, 2001). The process of performing an experiment follows
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group of 55 Master II students from the Arts & Meé tiers ParisTech engineering school.
Each student must provide two progress actions for two industrial case studies. The
students are divided into eleven groups; each group uses a specific method of solid waste
experiments is used to test all combinations between two factors (deadly wastes and 3R
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hierarchy). Second, an additional experiment is conducted to measure the impact of
using the Lean/3R matrix. The following paragraphs detail the experimental approach.
The objective of the study is to investigate the factors impacting the effectiveness of an
tools in deciding whether to choose an optimization action (Monteil et al., 1985). Two
major criteria are used to assess the proposed solutions in an improvement plan:
performance and the implementation of action plans. O’Connor and Spangenberg (2008)
propose a list of indicators for solid waste: the volume of treated waste, the means
devoted to handling waste, and the recycling quota. The reduction in the volume of
treated waste is chosen as the environmental performance indicator for the study. The
implementation of action plans is commonly linked to lead-time and cost. For any
business, the ideal situation is to find action plans with low investment and/or high
For the full factorial design of experiments, two factors are tested, each at two levels.
According to the research framework (Figure 2), factor A is Lean Management linked to
solid waste management and factor B is the 3R process. For each factor, two levels are
chosen: level 1 requires the use of a method and level 2 does not require any method. In
A full factorial design of experiments was chosen because it strategically studies all
combinations of factor levels without multiplying the trials, since only two factors are
considered in our study. The matrix with four trials (two factors, each at two levels)
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structures the plan (Table 4). The comprehensive plan also allows for the study of
interactions.
A testing protocol specifies all the details of the experiment. It involves 55 students from
Arts & Meé tiers ParisTech, divided into 5 groups of 11. All the students have taken a 6-
hour course on the principles and tools of Lean Management and Green Management.
They must work on two case studies (Table 5). These two industrial cases come from a
waste minimization program in the electronics industry (components). For each case
2 Workshop: coating with The components are immersed in a The epoxy resin is a costly waste for
resin, after winding and tank filled with epoxy resin, before a the company (€ Y k /year - No. 2 in
stacking. final stage of polymerization. the Pareto costs). It is processed by
a specialized external company.
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Table 6 defines each level for factors A and B of the full factorial design of experiments.
For each test (or combination), the sub-groups are made up of 11 students chosen at
random. Thus the number of measurements per combination of factors is 11; the mean
and variability of the results for each test can therefore be evaluated satisfactorily.
Indeed, statistically, for a parent population considered to be infinite, our sample size of
(proportion of the elements of the parent population that have a particular property).
All the students are in the same room. Five groups of 11 students are formed based on
the number of combinations to be assessed (four for the full factorial design of
experiments, and another one for the additional experiment to measure the impact of
using the Lean/3R matrix). A document presenting the two case studies is given to each
student (Table 5). In addition, a list detailing factors A (Table 1), B (Table 2), or C (Table
3) is given to each student, depending on the combination the student will be working
on. An overview explains the context (a waste minimization program), and the objective
(“…for the two case studies, please give two suggestions, in order of priority, that would
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be desirable to implement in order to minimize the various wastes”). Students then have
The measurement protocol defines precisely how to evaluate the proposed solutions. A
rating grid containing nine boxes has been developed (Table 7). It measures two
important criteria for evaluating a progress plan: namely, the impact on the expected
improvement actions, characterized by cost and time. For each case study, the possible
responses and their position in the grid are evaluated by a committee (made up of a
Reduction over- easy 9 Replace the first container with the second
processing one and change water only for the first
container
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processing rinse water
Reduction over- difficult 4 Reduce capacity of containers to limit the
production to rinse
production
processing
be immersed
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For each combination, the effect of the factors on the measured value and the variability
ratio (S/N) has been chosen to analyze variability. This metric simultaneously takes into
account the desirable value (signal) to be reached and the undesirable variability of this
value (noise) to fight. The signal/noise ratio was calculated using the formula S/N (dB)
(Taguchi, 1986). In addition, the AB interaction between factors and the analysis of
4. Results
First, the results of the full factorial design of experiments are presented.
The case study results are presented in the following tables: Case Study 1 “rinse water”
(Tables 10, 11 and 12), Case Study 2 “epoxy resin” (Tables 13, 14 and 15).
The results and statistical analysis are summarized in Tables 16 and 17.
Case 1 - Rinse water Test Number Factor A (Lean) Factor B (3R) n°1 n°2 n°3 n°4 n°5 n°6 n°7 n°8 n°9 n°10 n°11
1 1 1 4 5 5 11 13 6 8 10 10 8 2
2 1 2 4 2 8 2 2 6 6 0 2 2 8
3 2 1 2 11 2 6 4 8 4 6 10 2 2
4 2 2 2 0 3 10 0 0 2 0 2 4 2
Table 11. Case study 1 – Statistical analysis (impact on measured value and S/N ratio)
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Case 1 Impact on measured value Impact on S/N max ratio
Test Number Mean SD S/N Sum Sq Factor Level 1 Level 2 Level 1 Level 2
1 7,5 3,4 15,38 124,00 A 0,95 -0,95 3,17 -3,17
2 3,8 2,8 7,56 83,20 B 1,64 -1,64 4,80 -4,80
3 5,2 3,3 10,82 120,60 AB 0,18 -0,18 -0,89 0,89
4 2,3 2,9 -0,57 92,60 A1B1 A1B2 A1B1 A1B2
4,7 8,30 420,40 A2B2 A2B1 A2B2 A2B1
For the first case study, factors A1 and B1 do have an impact on the measured value
(+0.95 and +1.64, compared to the average). They greatly increase the S/N ratio (+3.17
and +4.80, compared to the average). In addition, the combination of A1 and B1(test N°1
in Table 11) improves performance: +2.8 on the measured value and +7.08 on the S/N
ratio. It should be noted that the interaction between A and B is low (+0.18 on the
measured value and -0.89 on the S/N ratio). The ANOVA study shows that factors A and B
Case 2 - Epoxy resin Test Number Factor A (Lean) Factor B (3R) n°1 n°2 n°3 n°4 n°5 n°6 n°7 n°8 n°9 n°10 n°11
1 1 1 9 7 4 9 3 0 3 9 9 0 9
2 1 2 0 3 1 0 4 7 9 0 4 0 0
3 2 1 13 7 13 3 7 0 3 0 7 0 4
4 2 2 4 5 1 7 0 3 4 0 0 4 0
Table 14. Case study 2 – Statistical analysis (impact on measured value and S/N ratio)
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Table 15. Case study 2 – Statistical analysis (ANOVA)
df Gross Sum Sq Variance F=Vf/Vr Net Sum Sq % contribution F value Risk F Risk
Factor A 1 0,57 0,57 0,04 -13,48 -2,02% 8,757 0,5% 4,067 5,0%
Factor B 1 90,20 90,20 6,42* 76,16 11,42% 8,757 0,5% 4,067 5,0%
Residuals 41 576,00 14,05 604,10 90,60%
Total 43 666,77
For the second case study, factors A1 and B1 have an impact on the measured value
(+0.11 and 1.43 respectively, compared to the average). In addition, they greatly increase
the S/N ratio (+0.20 and 4.34 respectively, compared to the average). In addition, the
combination of A1 and B1 (test N°1 in Table 14) improves performance: +1.6 on the
measured value and +5.61 on the S/N ratio. It should be noted that the interaction
between A and B is low (+0.11 on the measured value and +1.06 on the S/N ratio). The
ANOVA study shows that factors A and B together account for 9.40%, so other factors are
influential. This clearly confirms the results of the first case study. This result will be
To summarize the results of the full factorial design of experiments, it can be said that
applying the deadly wastes (muda) analysis (hypothesis H1) and the 3R method
(hypothesis H2) can lead to effective measures for reducing the amount of waste
incinerated. Hypotheses H1 and H2 are validated, although other factors may also
influence the expected performance. The results show that combining A1 and B1
Test Number n°1 n°2 n°3 n°4 n°5 n°6 n°7 n°8 n°9 n°10 n°11
Case 1 6 8 6 2 4 10 7 15 5 7 13
Case 2 7 9 10 13 13 13 10 8 5 0 0
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Table 17. Lean/Green integration: statistical analysis of additional test (impact on
This additional test demonstrates that the “integrated Lean/3R” method improves the
as shown in Table 18, the results for measured value increase in comparison with the
average (+2.8 for case study 1 and +4 for case study 2). The results for the S/N ratio have
also increased (+6.77 for case study 1 and +9.18 for case study 2). Hypothesis H4 is
Table 18 and Figures 4 and 5 (below) summarize the influence of the different factors on
waste performance, ranked by the size of the impact. A clear hierarchy has emerged from
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Solid Wastes Performance Case study 1 Case study 1 Solid Wastes Performance
(measured value) (S/N ratio)
8
H4
3
H3
6
2
H2
4
1
2
H1
Deadly wastes analysis 3R hierarchy Combined Lean and 3R methods Integrated Lean 3R matrix
8
H4
3
6
H3
2
H2
1
2
H1
Deadly wastes analysis 3R hierarchy Combined Lean and 3R methods Integrated Lean 3R matrix
5. Discussion
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Lean and Green integration has a positive impact on continuous process improvement
(Kleindorfer et al., 2005). Many researchers have been investigating the integration of
Lean and Green Manufacturing from the end of the Nineties (Florida, 1996) to the
present time (Verrier et al., 2016) and they emphasize the great convergence between
them. Providing empirical results, the present research contributes to the Lean/Green
literature and complements these mainly theoretical studies with some empirical
and Green best practices, was shown to consistently increase the performance of a waste
minimization plan.
emphasizes searching for non-value added and seeks to detect and eliminate the seven
deadly wastes (Pettersen, 2009). The results of this study confirm the impact of a deadly
(+0.95 on measured value for case study 1 and +0.11 on measured value for case study
2).
The 3R Hierarchy is considered the method of reference for reducing solid wastes. The
results of this study confirm the impact of the 3R Hierarchy on a progress plan to reduce
waste (+1.64 on measured value for case study 1 and +1.43 on measured value for case
study 2). Moreover, the results of this research indicate that combining the two methods
measured value for case study 1 and +1.60 on measured value for case study 2). The
integration. This checklist, following the seven muda, is a beneficial method that
stimulates the creativity of a continuous improvement team. The results of this study
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confirm the positive impact of the integrated matrix (+2.8 and +4 on measured value for
case studies 1 and 2 respectively; +6.77 and +9.18 on the S/N ratio for case studies 1 and
category stimulates thinking on waste reduction. Therefore, using the integrated matrix
As such, this study adds to the recent work by Duö es et al. (2013), which demonstrates
that waste reduction techniques are one of the main areas of overlap between the Lean
and Green paradigms. In addition, this work refines Pampanelli's model (2013),
However, the study reveals (as per the ANOVA analysis) that other factors also improve
methods that were tested (3R hierarchy, deadly wastes, Lean/Green matrix) are similar
addition, other progress tools may be implemented in the search for solutions to this
type of case: fishbone diagrams (cause and effect diagrams), root cause analysis / the 5
Whys. Using such methods and tools (not necessarily deliberately) enhances the
performance improvement plan to reduce solid waste. Moreover, the implicit use of
heuristic methods based on historical experience or even the work habits of project team
This study focuses on Waste Reduction Techniques and adopts a quantitative approach
progress factors for a waste minimization program in manufacturing. First, the results
identify the individual contributions of the Lean and Green methodologies on solid
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waste performance in manufacturing within an integrated Lean/Green approach.
Second, they demonstrate that combining the 3R Hierarchy and the deadly wastes
program in manufacturing. Third, integrating the two methods through the use of a
Lean/Green matrix strengthens the performance of a waste progress plan. The impact on
a waste minimization plan can be doubled. Thus, this study measures the degree of
compatibility between Lean and Green and their joint impact upon performance. A
check-list that links the 3R Hierarchy and the deadly wastes ( muda) of Lean management
improvement plan to reduce waste, this method provides structured guidance that
builds on the 3R hierarchy process by linking it with the deadly wastes ( muda). Finally,
other check-list methods, it could be useful for stimulating creativity and interaction in
optimize solid waste performance. This original research meets the shortcomings that
were revealed during the state of the art: there had been no quantitative study on the
impact of the 3R hierarchy or any other particular tool to minimize solid wastes in
manufacturing. This work also addresses the research gap concerning how to measure
the compatibility between Lean and Green and their joint effects.
This research is useful for practitioners because they can implement WRT using a set of
tools to monitor and measure waste reduction initiatives. Such tools have been proven to
progress plan. While the seven deadly wastes are broadly known and monitored by
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industrial companies, the Lean/Green matrix stands as a powerful tool built using the
traditional language and tools of Lean management, though it has been reshaped to
operational impact, it is worth highlighting that this experiment generates two types of
effects in addition to the actual waste reduction (measured and improved). First, the
production cost was reduced (less material and energy used) – evidence of higher
thanks to the Lean/Green matrix, it was much easier to get people involved in a progress
plan as individuals showed greater awareness of the environmental concerns that are
stage in the evolution towards greater willingness on the part of employees to joining
social and environmental stances of employees may also lead to improved economic
performance through process efficiency and focus, showing how to achieve a balanced
However, our experiment would benefit from additional methodologies to find the root
complementary to this preliminary work should try to demonstrate more precisely the
One priority would be to target economic sectors where a large volume of waste is
generated in production and where the potential for waste recovery or reduction is high.
The reduction of organic waste in food retailing could be considered, for example.
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It is acknowledged that Green Supply Chain Management fosters the optimization of
phase could be interesting, to further the work of Johansson and Sundin (2014).
Therefore, a study of various processes could be of interest. Finally, the use of Waste
and to reduce water consumption, for example. Thus, many interesting avenues of
research in this field may be explored in the coming years. Complementary studies to
this preliminary work might further demonstrate the utility of the integrated
Lean/Green matrix throughout the life cycle of a product, irrespective of the economic
activity, for different kinds of environmental wastes (solid waste, water, energy).
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A quantitative study of Lean/Green integration is proposed.
The combination of the 3R Hierarchy and the Lean Wastes improves the performance.
The use of a Lean/Green matrix can double the performance of a waste progress plan.