Development of Effective Operational Processes

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Table of contents

Chapter 1 Abstract and General Introduction
Chapter 2 The Concept of Lean
2.1 What is Lean? – Definition
2.2 An Evolution Perspective of Lean
2.3 The Building Blocks of Lean ‘’Value North’’
2.4 Critical Factors for Successful Implementation of Lean
2.5 Current Difficulties in Implementing Lean
2.6 Summary of the Lean Concept’s Value
Chapter 3 Corporate Social Responsibility (CSR)
3.1 What is CSR? – Definition
3.2 Development of the Concept of CSR
3.3 Stakeholder Theory as a Framework for CSR
3.4 CSR and Contemporary Interest
3.5 Development of Opportunity Thinking and a CSR Receptive Climate
3.6 Adoption of Tailored Management System
3.7 Organizational Learning
3.8 Development of a Reliable and a Two-Way Communication Framework
3.9 Summary of the CSR/Sustainability Concept’s Value
Chapter 4 Lean and CSR
4.1 Comparative Results of the Literature Review
Chapter 5Research
5.1 Philosophical Assumptions and Ontological Positioning
5.2 Data Collection Technique
5.3 Ethics of Applied Research
5.4 Methodology
5.5 Case Selection and Participants
5.6 Research Results
5.6.1 Enablers
5.6.1.1 Opportunity Thinking and Strategic Alignment
5.6.1.2 Process Centered Approach
5.6.1.3 Reliable Communication and High Level Management Support
5.6.1.4 Employee Involvement and Organizational Learning
5.6.2 Barriers
5.6.2.1 Lack of Supportive Management System
5.6.2.2 Conflicts of Interests
5.6.2.3 Mechanistic Implementation
5.6.2.4 Strategic Disconnection
5.6.3 Competiveness
5.6.3.1 Environmental Savings
5.6.3.2 Reduced Operational Costs and Increased Profits
5.6.3.3 Enhanced Productivity
5.6.3.4 Customer Loyalty and Reputation
5.6.3.5 Process Efficiency and Innovation
5.6.3.6 Skilled and Satisfied Workforce
5.6.3.7 Summary of Competiveness Dimension – A Typology of Value
5.6.3.8 Developing the Theoretical Framework
5.7 Conclusions and Discussion of Results
5.7.1 Theoretical Implications
5.7.2 Managerial Implications
Chapter 6 Limitations and Future Research Implications
References