Integrating Total Quality Environmental Management Term Paper

Pages: 45 (12446 words)  ·  Bibliography Sources: ≈ 33  ·  File: .docx  ·  Level: College Senior  ·  Topic: Business - Management

Environmental management includes recycling and remanufacturing of parts and products (Anthony, 2002). Disassembly and recycling of reusable parts help the cause of environment protection, reduces the cost of usage of a fresh component, and avoids disposal costs. Material Resource Planning (MRP), an assembly-oriented scheduling system, does not support the process of disassembly. Uncertainty of quality, quantity and timing of recovery of reusable parts makes production planning difficult. To incorporate product recovery planning in MRP, use of reverse bill of material for every retrieved component or product is recommended. Concepts used in planning probabilistic demands for end items are used in structuring the bill of material.

Closed loop system is a widely used environment practice by many companies. This system requires new material only on non-receipt of recyclable material, thereby accounting for recovered as well as fresh goods in production planning. The problem comes when a recovered part is not usable because of some damage or requires some rework before reuse. At times recovered material from one product is used for a completely different product. Ford Motor Company uses recycled bumpers to make taillight housings. Similarly, GE plastics experimented by recycling used bumpers to make internal automotive components, plastic benches, building material and fuel for incinerators. This recycling affects capacity planning. New techniques need to be created to replace standard capacity planning techniques.

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Environment Management is an important part of Total Quality Environmental Management (TQEM) (Anthony, 2002), which is comparable to Total Quality Management (TQM). Zero waste or zero emissions, reduction of hazardous inventory and leak prevention, some of the critical aspects of environment management are respectively analogous to zero defects, reduction in Inventory, preventive maintenance of TQM. Reducing and recycling packaging material also reduces waste.

Steps being taken by various companies for environment preservation affect their production and inventory control. Solutions to some of these problems have been found. However in certain areas a lot of work needs to be done.

Term Paper on Integrating Total Quality Environmental Management Assignment

Today, U.S. environmental regulations, alone, exceed 80,000 pages, and the costs of compliance continue to increase, as do the expectations of regulators and the public (Wever,). Companies can only get ahead of the curve by moving from reactive to proactive management, taking a quality-based approach that factors in the needs of consumers, the public, and the natural resource base. A well-conceived and executed total quality environmental management (TQEM) program not only results in reduced pollution and lower compliance costs, but also greater efficiency in production, improved worker safety, more responsibly designed products, and ultimately, a more satisfied public.

International Environmental Management System (EMS) standards are quickly becoming a key ingredient in strategic business planning. Today's most successful global organizations have integrated the EMS structure within their business management systems. The implementation of an EMS into business operations has many benefits for businesses. It increases internal efficiency, expands communication with external parties, and reduces management risk. Global corporate responsibility starts with environmental and social accountability, which is continuing to have a greater impact on business decisions. Senior managers in global organizations have reduced management risk by integrating an effective EMS into the organization's business system.

The EMS is a key aspect of competing in the existing global market. Ford, GM, Toyota, Xerox, Philips Electronics, BMW, Owens Corning, and many other global companies have registered to ISO 14001, and are urging, and in some cases requiring their suppliers to implement an EMS. Employees from senior management to store personnel have been trained to understand their job's impact has on business operations, in relation to environmental responsibility of the company.

The International Organization for Standardization (ISO) began development of international management system standards in 1987 with the ISO 9000 quality management system standard series. In 1996, the ISO 14001 EMS standard was published. As international management standards continue to be developed, organizations will stress management systems integration, to improve business efficiency.

As one of the two ISO published international management system standards the ISO 14001 EMS has become the foundation of management systems integration, as it affects all aspects of business decision-making. Unlike the ISO 9000 quality management standard, which applies to manufacturers and product quality, the ISO 14001 standard addresses not only product quality, but also environmental and social impact. ISO 14001 assist managers in analyzing the management risk involved within the total business system through review of all the company's activities, products and services.

Scope of Dissertation

Businesses today expect improved performance from their environmental department just as they would expect improvement in their manufacturing processes (Dufresne, 2000). Many organizations are beginning to think beyond environmental compliance towards environmental performance. A well-designed Environmental Management System (EMS) can have a profound impact on both the immediate bottom line and the long-term financial health of a company. An EMS that has been certified to the internationally recognized International Organization of Standards (ISO) 14001 Standard is considered the state-of-the-art in environmental management.

In a poll conducted by the ISO 14000 Information Center in 1999, over 130 respondents stated that the ability to streamline their environmental management efforts was the single greatest motivating factor for implementing an EMS. Before this poll, experts beloved that customer pressure was the leading factor. It turns out that dollars saved by implementation of an EMS add to the market advantage ISO affords, according to experts at IBM, Ford Motor Company (Ford) and Analog Devices, Inc. These businesses have realized not only the environmental efficiency that can be gained by such a program but also the favorable public relations image being "green" brings. This image separates these companies from their competitors.

In order to be successful, an environmental program must include a commitment to continual improvement of the EMS. One of the most prevalent management philosophies permeating business over the past fifteen years has been the concept of Total Quality Management (TQM). Continuous improvement is one of three basic principles associated with TQM, as is the participation of everyone within the organization and a focus on the customer. Basically, this concept assumes that every process used to operate a business can be continuously improved.

In order to move beyond compliance, the ISO standard requires that an organization examine all aspects of its operation that it can control and their impact on the environment. This involves integrating its QMS policies with EMS. EMS must be included in the manufacturing processes of an organization, the supporting functions, manufactured products, or the services they provide. Typically, most companies have experience dealing with the direct impact of manufacturing operations on the environment. Compliance issues often deal with the air, water or waste discharges from these operations. These are areas that have traditionally been regulated by Federal, state and local government for the past four decades. Most activities that surround a business have some impact on the environment, from employees commuting to work to the landscaping of the property.


Moving from Reactive to Proactive Management

The term environmental management is best defined by the United Nations Environmental Program, as "the control of all human activities which have a significant impact on the environment (Barnes, 1997)." The environment, as defined by the International Organization for Standardization (ISO), is the "surroundings in which an organization operates, includes air, water, land, natural resources, flora, fauna, humans, and their interrelation (Barnes, 1997)." From these two definitions, one can conclude that "it is the responsibility of the organization's managers to plan the organization's activities, products, and services in a manner that reduces the organization's detrimental impact on the environment, increases the organization's benefits to the environment, while at the same time increasing the organization's ability to achieve profit maximization."

However, the problem with existing strategies of environmental management in most organizations is that managers focus only on achieving regulatory compliance, using a regulatory management system (RMS), rather than developing a method of exceeding compliance requirements and integrating environmental responsibilities into business planning using an environmental management system (EMS).

Managers today must see their organizations as a system, with departments and personnel collaborating to achieve total quality environmental management through integrating business thinking with environmental planning (Barnes, 1997). Management systems, including financial and environmental performance, are the key ingredients in developing successful business strategy, and optimizing the organization efficiency through management systems integration. An EMS employs information from other management systems within the organization to increase operational efficiency and control environmental impact. Environmental management system standards are becoming essential in today's highly competitive global market.

The environmental management system in the U.S. has enjoyed dramatic environmental progress, making this nation's environment the cleanest in the world for the population and quality of life it serves (Kingsbauer, 2003). Since 1991, most major industrial sectors have reached compliance with existing regulations, while creating cost pressures on many of the industry's customers. In the following years, few new environmental legislative programs have been created, and fewer new regulations have been developed. The environmental management industry in the U.S. has been one whose growth has been, largely, a reaction to government regulations.

With the erosion of regulation-induced demand,… [END OF PREVIEW] . . . READ MORE

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APA Style

Integrating Total Quality Environmental Management.  (2004, March 17).  Retrieved January 27, 2021, from

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"Integrating Total Quality Environmental Management."  March 17, 2004.  Accessed January 27, 2021.