摘要:

AbstractOver the last thirty years, we have seen a dramatic shift in values that people and corporations place on environmental responsibility. People have become more aware of how the earth's limited resources are being rapidly depleted. High levels of consumption have resulted in increasing manufacturing and transportation needs which in turn lead to greater energy use, higher usage of hazardous and toxic substances, and decreased air and water quality. Leadership for environmental protection has shifted from vocal environmental advocacy groups to corporate executives. Driven by shifting customer requirements, competitive pressures, and resource conservation technologies, environmental issues are becoming embedded in the fundamental business strategies. In this article we will describe the application of the Malcolm Baldrige quality award criteria to environmental management and show how the focus on quality principles and tools can improve profitability. Examples from the Xerox Corporation and other companies will be provided to illustrate the breadth of environmental improvement initiatives that are being implemented.

ISSN:1088-1913    

DOI:10.1002/tqem.3310030102

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractTotal Quality Management provides a powerful management foundation and framework to implement an organization's environmental vision and principles. The elements of TQM include customer/stakeholder focus, a high degree of senior management commitment, a long‐term focus, and tools such as continuous improvement, empowerment, and a prevention‐based approach. This article describes a matrix developed by major U.S. and Canadian firms that serves as (1) a guide to organizations implementing TQEM from the ground floor up and (2) an assessment tool that can be used internally or externally to measure progress toward environmental management excellence and to identify opportunities for improvement. The matrix is based on categories adapted from those used in the Malcolm Baldrige National Quality Award process. The relationship between individual matrix cell criteria and key concepts such as pollution prevention and sustainability is also descri

ISSN:1088-1913    

DOI:10.1002/tqem.3310030103

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractThis article is about Total Quality Management and its relationship to corporate environmental affairs. As the TQM movement expands, the commitment to continuous quality improvement, customer satisfaction, and collaborative, team‐oriented workplaces is finding new applications. Just as the success of Federal Express, AT&T, and other winners of the Malcolm Baldrige National Quality Award shows that Total Quality Management can transform a business, we also are learning of successes companies are having applying TQM principles to environmental management.Our experience with TQM and environmental management at Coors Brewing Company is in the area of pollution prevention. In addition to our brewing operations, we also operate the country's largest aluminum can manufacturing plant, where we produce 4 billion cans a year, a separate facility that makes the can tops, a glass bottle manufacturing plant, and various support facilities.In all, we have some 7,000 employees, and building a commitment to pollution prevention in an operation of that size requires much more than just adopting quality principles. In this article we show how it also means understanding how those principles will mesh with the corporate culture. What we found is that before TQM can begin its magic, a company must review its own culture to see how problems have traditionally been solved and how challenges have been me

ISSN:1088-1913    

DOI:10.1002/tqem.3310030104

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractWhether environmental management is successful depends partly on whether managers can actively involve employees in policy formulation and implementation. This not only generates shop floor support for environmental policy, it also makes use of employees' environmental knowledge and expertise. Based on eight detailed case studies of different Dutch companies, this article examines the involvement of employees in environmental management and the possibilities of enhancing this involvement. It shows how employee involvement can be promoted by improving employeemanagement interaction, promoting responsibility for the environment among middle management and individual employees, formulating supplementary policy, and introducing a number of concrete measures.

ISSN:1088-1913    

DOI:10.1002/tqem.3310030105

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractBusinesses outside the European Community (EC) will soon discover that pressure is mounting for their products to meet minimum environmental standards now being drafted by the EC. Companies will be pressed to demonstrate that their products and production facilities and operations (1) help preserve, protect, and improve the environment, (2) contribute toward protecting human health, and (3) ensure a prudent and rational use of natural resources. The EC is offering two avenues to companies: the Ecolabel to provide evidence that a product complies with the EC environmental standards and the Audit Scheme to assure potential consumers that a company's operations and facilities do likewise. This article presents an overview of the EC Ecolabel and Audit Scheme processes and requirements in order to help prepare foreign businesses for commerce with the EC.

ISSN:1088-1913    

DOI:10.1002/tqem.3310030106

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractIn late 1990, the Environmental Auditing Roundtable's Auditor Training and Qualification Work Group determined that it needed reliable information about those in industry currently doing health, safety, and environmental audits. The work group would use this information to develop appropriate standards for auditors. It was also felt that such information would be helpful to others establishing internal audit programs. The work group, under the leadership of Donald P. Duffy, developed and refined a survey questionnaire during 1991. This article details the results of this survey and provides companies with timely information to benchmark their TQEM auditing efforts.

ISSN:1088-1913    

DOI:10.1002/tqem.3310030107

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractIndustrial ecology is a systemic organizing framework for the many facets of environmental management. It views the industrial world as a natural system, embedded in local ecosystems and the global biosphere. It provides a fundamental understanding of the value of modeling the industrial system on ecosystems to achieve sustainable environmental performance. In this article, the author shows how it offers powerful tools of analysis that complement and enhance those offered by such approaches as Total Quality Environmental Management or pollution prevention.

ISSN:1088-1913    

DOI:10.1002/tqem.3310030108

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractIt is easy to tell people how to be environmentally friendly. It is easy to promise what you intend to do in the future. But in my mind the number of green people declines when we talk about true round‐the‐clock environmentalists, those who live like they teach; we cut out the talkers and look at what people have achieved instead of what they intend to

ISSN:1088-1913    

DOI:10.1002/tqem.3310030109

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractThis article is excerpted from Chapter 1 ofEnvironmental Management Information Systems, which will be published by McGraw‐Hill in 1994. A central theme of the book is that all successful implementations of environmental management information systems (EMIS) are based on the appropriate alignment of goals and procedures from three enterprise domains: business processes, environmental management, and information systems.Environmental managers (EM) and information systems (IS) professionals have each been guilty of seeing their functions as primary, domains of specialized scientific expertise inaccessible to outsiders. In fact, however, the enterprise is the customer for both domains; without successful business strategies and systems the enterprise does not require either EM or IS wizards. This article shows why and how essential it is that each of the three domains understands enough of the other two domains to structure good decision

ISSN:1088-1913    

DOI:10.1002/tqem.3310030110

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

ISSN:1088-1913    

DOI:10.1002/tqem.3310030111

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY