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    Operations Management Sustaina Chain Management 12th Edition

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    omer asghar
    Subaru's Indiana plant has become a model for zero-waste manufacturing. The plant began by having employees sort recyclable items like newspapers, bottles, and cardboard. Employees then proposed 268 ideas to improve recycling, such as using only clear plastic shrink wrap. Anything that enters the plant exits as a usable product, with nothing going to landfills. Last year the plant recycled over 13,000 tons of materials like steel, paper, and plastic, conserving significant amounts of resources. The plant's success shows that achieving zero-waste production is possible through employee engagement and continuous improvement efforts.

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    Operations Management Sustaina Chain Management 12th Edition

    Uploaded by

    omer asghar
    33 views1 page
    Subaru's Indiana plant has become a model for zero-waste manufacturing. The plant began by having employees sort recyclable items like newspapers, bottles, and cardboard. Employees then proposed 268 ideas to improve recycling, such as using only clear plastic shrink wrap. Anything that enters the plant exits as a usable product, with nothing going to landfills. Last year the plant recycled over 13,000 tons of materials like steel, paper, and plastic, conserving significant amounts of resources. The plant's success shows that achieving zero-waste production is possible through employee engagement and continuous improvement efforts.

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    Subaru's Indiana plant has become a model for zero-waste manufacturing. The plant began by having employees sort recyclable items like newspapers, bottles, and cardboard. Employees then proposed 268 ideas to improve recycling, such as using only clear plastic shrink wrap. Anything that enters the plant exits as a usable product, with nothing going to landfills. Last year the plant recycled over 13,000 tons of materials like steel, paper, and plastic, conserving significant amounts of resources. The plant's success shows that achieving zero-waste production is possible through employee engagement and continuous improvement efforts.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    33 views1 page

    Operations Management Sustaina Chain Management 12th Edition

    Uploaded by

    omer asghar
    Subaru's Indiana plant has become a model for zero-waste manufacturing. The plant began by having employees sort recyclable items like newspapers, bottles, and cardboard. Employees then proposed 268 ideas to improve recycling, such as using only clear plastic shrink wrap. Anything that enters the plant exits as a usable product, with nothing going to landfills. Last year the plant recycled over 13,000 tons of materials like steel, paper, and plastic, conserving significant amounts of resources. The plant's success shows that achieving zero-waste production is possible through employee engagement and continuous improvement efforts.

    Copyright:

    © All Rights Reserved
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    of 1

    S U P P L EMENT 5 | S U S TAI NABI LI TY I N T HE SUPPLY CHAIN 205

    OM in Action Subaru’s Clean, Green Set of Wheels with ISO 14001


    “Going green” had humble beginnings. First, it was newspapers, soda cans
    and bottles, and corrugated packaging—the things you typically throw into
    your own recycling bins. Similarly, at Subaru’s Lafayette, Indiana, plant,
    the process of becoming the first completely waste-free auto plant in North
    America began with employees dropping these items in containers throughout
    the plant. Then came employee empowerment. “We had 268 suggestions for
    different things to improve our recycling efforts,” said Denise Coogan, plant
    ISO 14001 environmental compliance leader.
    Some ideas were easy to handle. “With plastic shrink wrap, we found

    Cnky Photography/Fotolia
    some (recyclers) wouldn’t take colored shrink wrap. So we went back to our
    vendors and asked for only clear shrink wrap,” Coogan said. Some sugges-
    tions were a lot dirtier. “We went dumpster diving to see what we were
    throwing away and see what we could do with it.”
    The last load of waste generated by Subaru made its way to a landfill
    7 years ago. Since then, everything that enters the plant eventually exits as
    a usable product. Coogan adds, “We didn’t redefine ‘zero.’ Zero means zero. and 4 tons of light bulbs. Doing so conserved 29,200 trees, 670,000 gallons
    Nothing from our manufacturing process goes to the landfill.” of oil, 34,700 gallons of gas, 10 million gallons of water, and 53,000 million
    Last year alone, the Subaru plant recycled 13,142 tons of steel, 1,448 watts of electricity. “Going green” isn’t easy, but it can be done!
    tons of paper products, 194 tons of plastics, 10 tons of solvent-soaked rags, Sources: IndyStar (May 10, 2014) and BusinessWeek (June 6, 2011).

    ◆ Compliance with regulatory requirements and opportunities for competitive advantage


    ◆ Reduction in the need for multiple audits
    ISO 14000 standards have been implemented by more than 200,000 organizations in 155
    countries. Companies that have implemented ISO 14000 standards report environmental and
    economic benefits such as reduced raw material/resource use, reduced energy consumption,
    lower distribution costs, improved corporate image, improved process efficiency, reduced waste
    generation and disposal costs, and better utilization of recoverable resources.
    ISO 14001, which addresses environmental management systems, gives guidance to com-
    panies to minimize harmful effects on the environment caused by their activities. The OM in
    Action box “Subaru’s Clean, Green Set of Wheels with ISO 14001” illustrates the growing
    application of the ISO 14000 standards.

    Summary
    If a firm wants to be viable and competitive, it must have a new and innovative ways to design, produce, deliver, and dis-
    strategy for corporate social responsibility and sustainability. pose of profitable, customer-satisfying products while adher-
    Operations and supply-chain managers understand that they ing to many environmental regulations. Without the expertise
    have a critical role in a firm’s sustainability objectives. Their and commitment of operations and supply-chain managers,
    actions impact all the stakeholders. They must continually seek firms are unable to meet their sustainability obligations.

    Key Terms
    Corporate social responsibility (CSR) Sustainability (p. 195) Life cycle assessment (p. 198)
    (p. 194) Carbon footprint (p. 197) Closed-loop supply chains (p. 203)
    Shared value (p. 194) Economic sustainability (p. 197) ISO 14000 (p. 204)

    Discussion Questions
    1. Why must companies practice corporate social responsibility? 4. Discuss the 3Rs.
    2. Find statements of sustainability for a well-known company 5. Explain closed-loop supply chains.
    online and analyze that firm’s policy. 6. How would you classify a company as green?
    3. Explain sustainability. 7. Why are sustainable business practices important?

    M06_HEIZ0422_12_SE_C05S.indd 205 03/11/15 6:21 PM

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