E. Mohamad, A. Ishak, M. Salleh, M. A. A. Rahman, Teruaki Ito, M. A. Sulaiman
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引用次数: 4
Abstract
The conventional value stream mapping (VSM) processes could improve the performance of the three pillars, due to its sustainability, cost effective and many additional benefits. However, it does not take into consideration both the environmental and societal metrics at the same time. In this work, the 'lean and environmental toolkits' proposed by US Environmental Protection Agency (USEPA, 2007) and the Malaysian Green Industry Auditor Guidelines (2014), was synergised. The work conducted at SME chromium plating company in Malaysia embeds different measures using the cleaner production (CP) technology in the novel VSM technique, and known as cleaner production VSM (CPVSM). This may promote the production line sustainability. This embedded technology has been proved to be an efficient visualisation process for the lean practices and able to promote a sustainable development at the implemented levels. The CP process implementation could also be improved and the lean manufacturing (LM) sustainability can be promoted.
期刊介绍：
The objective of IJASM is to establish an effective channel of communication between academia, industry and persons concerned with the design and development of systems. Change is eternal and perpetual, irrespective of type of system. Systems created in the course of the advance of human civilization need to be functionally and operationally sustainable amid changes in technological, political, socio-economical, financial, cultural and other environmental challenges. IJASM aims to promote and harmonize knowledge developments in the emerging fields of agile systems research, sustainability and vulnerability analysis, risk assessments methodologies, complex systems science, e-organisation and e-supply chain management, with emphasis on the international dimension, particularly breaking cultural barriers, and on national contexts, globalisation and new business practices. As such, we aim to publish papers presenting new research, innovative theoretical approaches, changes in agile management paradigms, and action (both examples of successes and failures as long as there are important lessons to be learned) from leading scholars and practitioners. Papers generally fall into two broad categories: those grounded in theory and/or papers using scientific research methods (e.g., reports of original empirical studies, models, critical reviews of existing empirical research, theory pieces that clearly extend current thinking); and those focusing on innovative agile approaches that are based on well reasoned extensions of existing research, experiential knowledge, or exemplary cases (e.g., thought pieces, case studies, etc).
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