ISSN:1088-1913    

DOI:10.1002/tqem.3310030202

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

年代:1993

数据来源: WILEY

摘要:

AbstractA consensus is emerging that traditional environmental health and safety (EHS) programs—characterized by EHS professionals serving a support function to a company's main operations—represent only part of effective EHS management. In order to be truly successful, EHS management must go beyond this format and integrate EHS considerations into the corporation itself, from its strategic corporate decision making to its everyday operations on the manufacturing floor. Only when EHS becomes part of the fabric of a business's activity will EHS risks and costs be truly minimized—and the many potential benefits fully realized.This article discusses how to make this goal a reality by use of the manufacturing and product life cycle (PLC) perspective. It will first stress the importance of integrating EHS considerations into corporate decision making and operations. It will then trace the critical steps for achieving such integration through the use of the PLC, concentrating particularly on a General Electric Company (GE) chemical management process that weaves EHS concerns into every stage of day‐to‐day o

ISSN:1088-1913    

DOI:10.1002/tqem.3310030203

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

年代:1993

数据来源: WILEY

摘要:

AbstractManagers living in the Jurassic past find it difficult or impossible to deal with changes demanded by today's environmentally challenged operational arena. The highly technical environmental issues were once thought to be the sole province of the individual with “environmental” in his or her job description. Environmental professionals spent most of their time learning all the regulatory constraints on the company's processes. Sharpening these technical skills has not prepared ESH managers to get things done with others from outside the environmental field. In this article, the author argues that managers must learn to use team empowerment to remain competitive and improve environmental performa

ISSN:1088-1913    

DOI:10.1002/tqem.3310030204

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

年代:1993

数据来源: WILEY

摘要:

AbstractPolaroid Corporation is committed to a policy of respect for the environment. Each division is charged with responsibility to achieve environmental goals for compliance, toxic use and waste reduction, and community outreach. This article shows how a major manufacturing division is now striving to meet new compliance demands by combining strategic planning and Total Quality techniques.

ISSN:1088-1913    

DOI:10.1002/tqem.3310030205

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

年代:1993

数据来源: WILEY

摘要:

AbstractCompanies that incorporate Total Quality Management into their operations are placing increased emphasis on identifying the root causes of deficiencies and problems. This is in keeping with the TQM principles identified by Deming in Out of the Crisis. Deming states that quality comes not from inspection or from management by objectives or results, but from improvements made in the process and products in order to meet customer needs. Deming's approach demands a shift in focus from addressing symptoms to addressing causes. In this article, environmental management audits are presented as the best means to assure that adequate management controls are in place to protect the company, its managers and its employees from penalties associated with civil and criminal enforcement actions.

ISSN:1088-1913    

DOI:10.1002/tqem.3310030206

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

年代:1993

数据来源: WILEY

摘要:

AbstractCreating an effective and consistent corporate health, safety, and environment program for a decentralized, international company poses unique challenges. This article describes how, with global company input, Kodak has established a set of twenty‐eight corporate HSE performance standards. Worldwide facility compliance with these standards is monitored through Kodak's Corporate HSE Assessment Program and through the Corporate Self‐Appraisal Prog

ISSN:1088-1913    

DOI:10.1002/tqem.3310030207

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

年代:1993

数据来源: WILEY

摘要:

AbstractThere is a growing commitment by manufacturers, both in the United States and abroad, to assure environmental responsibility for all of their operations. This trend is driven partly by market demands for “green” products and partly by changes in international standards and regulations. In response, leading companies are demonstrating that environmental improvement can actually increase profitability, and design for environment (DFE) is emerging as an important business practice.The ability to evaluate environmental quality in objective, measurable terms is a key component of an effective DFE capability. In particular, environmental quality metrics are essential to support goal setting, monitoring, and continuous improvement in the design of products and processes. This article describes environmental quality measurement tools and procedures, particularly as they relate to DFE. One of the challenges of performance measurement is to incorporate a life‐cycle view of environmental performance into measurement tools that can be easily computed and tr

ISSN:1088-1913    

DOI:10.1002/tqem.3310030208

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

年代:1993

数据来源: WILEY

摘要:

AbstractRational, cost‐effective provision of mission‐critical environmental management information remains elusive for almost all large enterprises. Even among the best performing companies—best performing from the perspectives of profitability, quality and/or environmental stewardship—environmental management information systems (EMIS) are usually comprised of dozens to hundreds of individual, isolated applications that require costly data capture, training, and maintenance. This article, the first of two, will discuss ways to coordinate information infrastructures with strategic goals and business pr

ISSN:1088-1913    

DOI:10.1002/tqem.3310030209

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

年代:1993

数据来源: WILEY

摘要:

AbstractIn their new book The TeamNet Factor: Bringing the Power of Boundary Crossing into the Heart of Your Business, authors Jessica Lipnack and Jeffrey Stamps claim that businesses that form teamnets—networks of teams that cross conventional boundaries—will be winners in the twenty‐first century global economy. From the smallest to the largest companies, businesses are climbing over their own walls. Customers, competitors, and even people in different industries traverse their traditional limits to work together. When business teams cross boundaries, benefits accrue. Whether three‐person shops or multinationals, these companies can achieve something that by themselves would be impossible. By definition, teamnets are on a mission for mutual benefit. Large firms in many industries are using internal teamnets to bridge barriers inside their companies and external teamnets to bridge boundaries with suppliers, customers, and competitors. The following excerpt presents insightful ideas and techniques for quality professionals on how to implement more effective project management throug

ISSN:1088-1913    

DOI:10.1002/tqem.3310030210

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.3310030211

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

年代:1993

数据来源: WILEY