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| Foreword | |
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| Foreword | |
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| Acknowledgments | |
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| About the Authors | |
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| Why Lean and Green? | |
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| Introduction | |
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| Creating Leaner and Greener Companies | |
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| Moving to a Leaner and Greener Economy | |
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| Chapter-by-Chapter Overview | |
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| Endnotes | |
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| Need for Lean and Green Business Practices in an Economic Downturn | |
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| Transforming Our Economy | |
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| Endnotes | |
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| Lean and Green: Principles and Strategies | |
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| What Is Lean and Why Is It Green? | |
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| Sustainability and the Case for Lean and Green | |
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| Evolution of Corporate Sustainability Thinking | |
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| Integrating Lean and Green | |
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| Endnotes | |
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| Creating a Lean and Green Business System | |
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| Lean and Green Business Process Management | |
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| Suite of Tools for Lean and Green Process Management | |
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| Interview with Steve Hope | |
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| General Manager, Environmental Affairs and Corporate Citizenship, Toyota Motor Europe | |
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| Lean and Green at Toyota Motor Company | |
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| A Brief History | |
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| Learning from the Toyota Way | |
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| Toyota's Environmental Performance | |
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| Monozukuri: Harmony with Nature and Society | |
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| Conclusions | |
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| Endnotes | |
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| Lean and Green Business Leadership | |
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| Lean and Green Leadership: Case Study of Adnams PLC | |
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| Introduction | |
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| Adnams Brewery: A History of Innovation and Community Values | |
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| Where Values Meet Innovation: Sustainability Investments at Adnams | |
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| Energy-Efficient Brewstream | |
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| Eco-Efficient Distribution Center | |
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| East Green Beer: A Celebration of Environmental Values | |
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| Bio-Digester: An Industrial Ecology | |
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| Incremental Sustainability Initiatives | |
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| Business Gains from Sustainability: The Lean Side of Green | |
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| Conclusion; Innovative Solutions and Human Drivers | |
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| Endnote | |
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| Lean and Green Strategy Deployment | |
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| Lean and Green Strategy Deployment: Case Study of Tesco Plc | |
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| A Brief History | |
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| Tesco: A Customer-Focused Company | |
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| Conclusions | |
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| Endnote | |
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| Lean and Green Supply Chain Collaboration | |
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| Lean and Green Supply Chain Management: Case Study of Marks & Spencer | |
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| A Brief History | |
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| Engaging Staff Internally | |
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| Engaging Suppliers | |
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| Key Achievements of Plan A | |
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| Plan A as a Key Source of Innovation | |
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| Plan A and Enhancement of the M&S Brand | |
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| Plan A, Resource Efficiency, and Waste Reduction | |
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| Plan A in the Extended Supply Chain | |
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| People Factor | |
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| Synergies between Plan A and Lean Thinking in M&S | |
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| Scorecard Mechanism to Embed Sustainability across the Supply Chain | |
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| Current Challenges | |
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| Lean and Green Intervention to Improve the M&S Supply Chain | |
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| Realigning Product Specification and Recipe to Consumer Needs | |
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| Minimizing Product In-Store Waste and Increasing On-Shelf Availability | |
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| Reducing Inventory, Lead Time, and Number of Product Touches | |
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| Reducing Demand Amplification and Demand Distortion | |
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| Benefits of Lean and Green Improvement along the Whole Chain | |
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| Lean and Green Supply Chain Management: Case Study of MAS | |
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| World's First Carbon-Neutral Bra in Sri Lanka | |
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| Conclusion; Role of Lean in Delivering Plan A | |
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| Endnotes | |
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| The Way Forward | |
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| Lean and Green Growth: An East Anglian Model | |
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| What Is the Lean and Green Economy? | |
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| Regional Context | |
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| Low-Carbon Impact | |
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| Sustainable Growth and Employment | |
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| Endnotes | |
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| Conclusions and Wrap Up | |
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| Bibliography | |
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| Index | |