bluuebunny/crossref_metadata_2025_split huggingface dataset:
Turning rhetoric into practice: Integrating tqm into plant operations
Authors: Harper Paul D. 
Published: February 2007

AbstractOften a management theory fails in practice not because the theory is without merit, but because it was improperly applied. The integration of TQM into plant operations can be accomplished through a four‐step circular process: (1) analysis and identification, (2) design, (3) implementation, and (4) evaluation and adjustment. The author outlines these steps in detail and discusses some practical parameters that should be considered before embarking on a TQM program, including the current management philosophy, plant size, and time management.
Selecting measures for corporate environmental quality: Examples from TQEM companies
Authors: FitzGerald Chris 
Published: February 2007

AbstractCompanies undertaking TQEM programs must decide how to measure continuous improvement in the environmental field at the outset of their implementation activities. In the past three years, the leading TQEM companies have made these tough choices and have begun to share their findings with the larger professional community. The author proposes a model for classifying environmental measurement data and presents examples of approaches adopted by TQEM companies.
Eleven major companies take quality environmental management initiatives within president's commission
Authors: Neblett Andrew 
Published: February 2007

AbstractThe President'S Commission on Environmental Quality (PCEQ) is translating TQEM theory into action at industrial facilities around the United States. Eleven major corporations are undertaking voluntary demonstration projects at twelve facilities throughout the country to actively test TQEM. Corporate participants will share their conclusions about incentives, barriers, management processes, and metrics to produce a “blueprint” for successful TQEM programs elsewhere.
Pollution prevention benchmarking: AT&T and intel work together with the best
Authors: Klafter Brenda 
Published: February 2007

AbstractAT&T and Intel teamed together in 1991 to benchmark best‐in‐class corporate pollution prevention programs. In simple terms, benchmarking is a process whereby you identify an area in which you want to improve or maintain superiority, find others in industry who do it best, compare yourself to their processes and achievements, and take steps to reduce the gap between yourself and the best‐in‐class. This article is not a tutorial on benchmarking, but a case study of the pollution prevention benchmarking embarked on by two companies. It will describe the team dynamics, the benchmarking process followed, and the conditions that were key to the team'S success in each phase. In addition, it will try to capture the enthusiasm and excitement experienced by the members of the benchmarking team.
Measuring for success in communications for permits
Authors: Blank Thomas R. 
Published: February 2007

AbstractToday, U.S. corporations are discovering the merit of combining the principles of total quality environmental management (TQEM) into their measurement and communications programs. This approach has been particularly productive in the permitting process that is necessary for starting, expanding, or sustaining plant operations—a procedure that can easily be thwarted in the absence of a prominent and aggressive communications component. The need to benchmark and measure such a communication program'S progress is critical both for internal management and for environmental regulators concerned that an applicant demonstrate a high degree of public involvement.
Sylvania's gte products problem stoppers: #1 employee involvement team
Authors: Caplan Darlene W. 
Published: February 2007

AbstractAnyone doubting the dedication of North American workers to total quality and continuous improvement on the job should have witnessed the 1992 National Team Excellence Competition.Competition was stiff and included such world‐renowned companies as AT&T, Florida Power and Light, Thiokol Corporation, British Columbia Telecom, Atlantic Electric, Harris Corp., Weirton Steel, Rockwell Houstin Operations, Diamond Star Motors, United Technologies, Principal Financial Services, and Weyerhauser Co.The winner of the 1992 Association for Quality and Participation'S National Team Excellence Competition was a nine‐person work team called the Problem Stoppers from Sylvania Lighting in York, Pennsylvania. The Problem Stoppers won for eliminating glass waste at York by recycling it in the plant, which not only saved the company about $142,000, but also proved to be an outstanding example of total quality environmental management and responsibility. This article details their award‐winning efforts.
Proactive environmental programs: Defining customers and measuring their expectations at apple computer
Authors: Craig Erin 
Published: February 2007

AbstractResources to develop proactive environmental programs compete directly with resources dedicated to the fundamental business of the company. Therefore, environmental managers need to prioritize environmental programs using the same criteria as the company as a whole; for many companies, this means measuring how well such programs meet and exceed customer expectations. We must define our customers, measure their expectations, analyze the results, develop programs in response, and finally measure the results of the program implementation. Although Apple has not completed this cycle, our customer definition and measurement systems are taking shape. This article explains how we define our customers, and how we measure their expectations through direct and indirect data collection mechanisms. It also outlines measurement results and our evolving program focus in response to those results.
Why—and how to—benchmark for environmental excellence
Authors: Williams Marcia E. 
Published: February 2007

AbstractBenchmarking your company'S environmental program against that of another company or organization is one of the more effective means of assuring it is on track toward environmental excellence. If used properly and objectively, it provides a means of gauging the progress of your environmental program while allowing both companies to benefit from new and innovative ideas for improvement. Benchmarking is capable of measuring program efficiency, program design, and program outputs. Benchmarking also provides environmental managers the unique opportunity of sharing successes and failures with respect to program integration into operations. This article describes the steps involved in designing and implementing benchmarking to assess the design of an overall environmental management program.
Long‐time environmental leadership pays off in many ways at herman miller
Authors: Azzarello Joseph A. 
Published: February 2007

AbstractHermanMiller, Inc. is recognized as one of the most environmentally responsive companies in the United States. It recently received the coveted President'S Environment and Conservation Challenge Award. Top management credits the company'S forty‐year‐old participatory management tradition as a key to its environmental success. This article shows how these “bottom‐up” initiatives have created impressive “bottom‐line” results.
Anheuser‐busch's a pledge and a promise: Total employee involvement
Authors: Long Lawrence W. 
Published: February 2007

AbstractAnheuser‐Busch is a large, diversified corporation, both in its products and in its environmental efforts. It is well‐known that Anheuser‐Busch is the world'S largest brewer, with twelve operating breweries and a thirteenth under construction. It also operates the largest aluminum can recycling network in the world, Anheuser‐Busch Recycling (A‐BR). A‐BR recycled more than 600 million pounds of aluminum in 1991, or more than 17 billion cans. This article describes how Anheuser‐Busch has put TQEM ideas into practice involving all of its employees.
Evaluating your environmental audit—moving beyond band‐aids in developing corrective actions
Authors: Hedstrom Gilbert S. , Voeller Roger W. 
Published: February 2007

AbstractAlthough audit programs have helped companies make big improvements in performance, more progress is still necessary and available. In this article the authors show how still bigger improvements are possible by expanding the corrective action process and utilizing total quality principles in developing corrective actions and evaluating company performance. With sufficient knowledge about the nature of its problems, not just the degree of its problems, a company should be able to rethink its basic management approaches and achieve dramatic improvements in performance.
Product life cycle: The key to integrating ehs into corporate decision making and operations
Authors: Cahan James , Schweiger Mel 
Published: February 2007

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 operations.
Getting organizational buy‐in for benchmarking: Environmental management at weyerhaeuser
Authors: Karch Kenneth M. 
Published: February 2007

AbstractBenchmarking is a process companies use to identify and evaluate the best practices, both inside and outside their industry, in their field of interest. The goal is to identify gaps between their performance and the benchmarks so that they can find ways to improve their performance. This article describes an early benchmarking effort in the environmental management area of the Weyerhaeuser Company.
Integrating product quality and environmental performance through innovation—the l'oréal case
Authors: Breeden Kay , Fontaine Michel , Kuryk Barbara 
Published: February 2007

AbstractMeeting the demands of today's marketplace has become an increasingly complex challenge for corporations in all industries. The consumer is demanding high‐quality products, low cost, and more recently, a new variable: environmental performance. Customers will not accept sacrifices in quality or cost to help businesses meet regulatory requirements or develop environmentally sound products. They want it all. Consequently, companies are faced with the complex task of balancing cost, quality, and environmental performance.
Environmental leadership: EPA's “Beyond compliance” pilot program
Authors: Feldman Ira , Schiavo Michael 
Published: February 2007

AbstractThis article draws upon the draft report (prepared with the contractor assistance of DPRA Inc., Arlington, VA) dated December 1993 summarizing public comment on the Environmental Leadership Program proposal; the final report is available from EPA's Pollution Prevention Information Clearinghouse, 202–260–1023. All written public comments and the transcript of the May 6, 1993 public meeting are on file with the Environmental Leadership Program.
Case study: Browning‐ferris industries' computerized system for managing audit and environment performance
Authors: Johnson Curtis J. 
Published: February 2007

AbstractWhile some companies have established scoring systems within their audit programs, few utilize the full potential for measurement of the information gathered and subsequently produced from audits. In this article, the use of a computerized tracking system developed and used by Browning‐Ferris Industries is discussed, along with a data report that details the completion of audit items and helps assure that action plans resulting from environmental audits are completed. This and other summary reports from the computer tracking system have provided meaningful measures of individual facilities' and overall company performance.
Changing corporate environmental philosophy: Project renewal gets companies started
Authors: Russell William G. , Giuntini Ron , Henn Carl , Miller Gail 
Published: February 2007

AbstractProject RENEWAL is an innovative new environmental business project taking place in New Jersey. Project RENEWAL stands for Resource Efficiency Network to Eliminate Waste and Liability. The purpose of this project is to investigate and promote the linkages between ecology, technology, and business economics for the benefit of the economy and the environment. This is a collaborative effort, initially focused on equipment and inventory assets, between the business and environmental communities in order to explore new ways to increase business efficiency and profitability and also benefit the environment. Participants in the project include representatives from industry, consulting, local and state government, environmental agencies, trade groups and academia. This article will outline the background and initial framework of Project RENEWAL's initiatives. (The authors are open to comments, suggestions, criticism, and most importantly input from others who share their vision and are willing to cooperatively accelerate the change process).
Measuring environmental performance at niagara mohawk power
Authors: Miakisz Joseph 
Published: February 2007

AbstractA system for measuring environmental performance is important to the success of a company's environmental excellence program. In 1991, Niagara Mohawk Power Corporation (NMPC) unveiled a new corporate policy on protection of the environment. To measure and communicate progress in achieving the goals and objectives embodied in the new policy, an environmental performance index (EPI) was developed. In this article the author shows how the EPI utilizes a weight and rating scheme to reflect environmental performance in three categories: emissions/wastes, regulatory compliance, and environmental enhancements. Performance goals have been established for the period 1992–1995, and actual performance data has been compiled for 1992 and 1993.While the EPI is designed to measure changes in NMPC's environmental performance over time, it does not provide information on how the company's performance compares to that of other electric utilities. Accordingly, NMPC is developing an environmental benchmarking program with a group of Northeast electric utilities that will allow comparisons of environmental performance between utilities.
Environmental portfolio analysis: An integrated strategic approach to environmental management
Authors: Townsend David W. 
Published: February 2007

AbstractAs businesses strive to reduce costs and become more competitive, environmental costs and potential future liability issues continue to raise overhead expenses. The decision process is further challenged by the various interpretations of existing laws and the uncertainty of future applicable regulations and their interpretation. To make more informed business decisions and bridge the gap between the environmental and business perspective, organizations need to be able to see the overall environmental picture and how it affects the current and future business operation.This article presents a systematic approach to developing an organization's integrated baseline “environmental portfolio” with various business risk levels and expected costs. Utilizing computer simulation, sensitivity iterations are performed to show the results of different scenarios. These scenarios can include various probabilities of cost levels, permitting strategies, and litigation, as well as the success of new technologies. Management can then focus attention on the main driving factors and avoid spending too much attention on lesser items. An additional benefit to this process is that communication between the various segments of an organization are enhanced since their perspectives are clearly articulated as part of the analysis.Sensitivity analysis also provides the framework for a sanity check of the process and results. Are projected levels of success reasonable? What levels would be required to change the decision, and how likely are they to occur? What level of overall business risk associated with environmental issues is prudent? In addition this article shows how computer modeling and simulation can bring a valuable perspective to the decision‐making process.
Using Gemi's environmental self‐assessment procedure (Esap) to evaluate environmental performance
Authors: Morton Robert R. 
Published: February 2007

AbstractWith increasing expenditures on improving environmental management, there comes a need to determine a return on this investment by measuring performance. One such means of measurement, GEMI's environmental self‐assessment procedure (ESAP), is based on a goal of meeting leadership standards and is the focus of this case study. Designed to be a self‐assessment tool, the ESAP reflects a company's perceived rating of environmental performance. This perception can be different from actual performance, depending on the objectivity exercised and the level of compliance assurance information available.
Beyond pollution prevention: A vision for an integrated environmental business management strategy
Authors: Cohan David , Gess David 
Published: February 2007

AbstractIn this article the authors assert that successful long‐term pollution prevention will require changes in the culture and business practices of an organization such that the term “pollution prevention” eventually becomes obsolete. They envision firms evolving to a point where actions that today are referred to as pollution prevention will simply be part of standard business practices and thoroughly embedded in the firms' culture. Although pollution prevention projects and programs need to be highly visible at the outset to communicate throughout the organization and to demonstrate the benefits that can be gained, companies should adopt a long‐term strategy aimed at making fundamental changes in the way they do business, rather than relying solely on piecemeal projects and special plans or programs. Such evolution of the firm will maximize the chances of meeting the dual challenges of business competitiveness and environmental stewardship. This article presents a vision for integrating environmental performance with business objectives and suggests practical steps to begin moving toward that vision.
Corporate waste accounting at PSE&G: Bringing a companywide system on‐line
Authors: Trench W. Corey , Nizolek Don 
Published: February 2007

AbstractWaste accounting has become a necessary practice for companies endeavoring to track their wastes toward realizing discrete waste minimization and pollution prevention objectives. Measurement systems and program initiatives certainly must be tested to find out what will repeatedly work for and best serve a company. Public Service Electric and Gas Company (PSE&G) has committed to revolutionizing the processes of managing materials, wastes, and their associated information. In laying out their strategic plan, company representatives specified the need for a companywide waste accounting system to enable them to monitor progress toward achieving two important short‐term waste management targets by the close of 1995. Together with the Electric Power Research Institute, PSE&G is implementing a four‐year program to install such a system. The results of the first year‐and‐a‐half's work are reported in this article.The purpose of this article is to discuss the results of implementing a waste accounting system on a utility companywide basis. We will address the experience of bringing such a system on‐line at PSE&G. The Electric Power Research Institute (EPRI) previously developed a framework and approach for measuring the performance of utility pollution prevention programs called waste accounting, including the development of a software program called Accounting Software Application for Pollution Prevention or ASAPP.1 These programs were devised to assimilate detailed information from the facility up through the corporate levels.
The potential effect of ISO 14000 standards on environmental audit training in the United States
Authors: Cahill Lawrence B. , Schomer Dawne P. 
Published: February 2007

AbstractTraining has been an important component of the environmental audit profession since its outset some 15–20 years ago. Training and education have taken on a variety of forms—from audit texts and articles, to formal courses, to videotapes, to on‐the‐job training programs. These efforts have helped to advance the sophistication of environmental auditing over the past few years.Now, with the advent of the international ISO 14012 Environmental Auditor Qualification Guidelines,1 the auditing profession in the United States and around the world likely will be transformed in the near future. In fact, many organizations are now reengineering their programs in anticipation of the emerging Guidelines. The expected transformation holds for training and education programs as well.This article suggests some of the ways in which environmental audit training is likely to be reshaped as a result of ISO 14012. Offerors of training courses and seminars would be wise to anticipate the changes and modify their programs accordingly. A quick response could provide a competitive advantage. Moreover, corporate audit program managers should conduct critical evaluations of commercial offerings to assure that the programs' contents are consistent with ISO 14012 “auditor certification” expectations.
Ciba‐geigy develops new regional remediation teams to manage superfund programs
Authors: Wise Glenn L. 
Published: February 2007

AbstractCiba‐Geigy is a specialty chemical and pharmaceutical company that is managing over 100 CERCLA and RCRA remediation sites in 38 states. The potential cost is over $500 million. The sites vary in their scope and technical complexity. For years management was frustrated by their lack of control over the selection of cleanup remedies and associated costs. This article shows how the company changed the method of managing remediation projects in an attempt to gain control over the process and improve overall environmental quality performance.
Implementing design for environment at AT&T
Authors: Dambach Barry F. , Allenby Braden R. 
Published: February 2007

AbstractThe quality revolution is sweeping its way through most companies globally. It has focused on improving the quality of products and services delivered to the customers and on companies' internal processes. The success of these programs has led to the realization that the same principles need to be applied to the area of environmental management.AT&T has fully embraced TQM as witnessed by the many products and services that have received the International Organization for Standardization (ISO) 9000 certification and awards such as the Malcolm Baldrige Award and the Deming Prize for Quality. We have been utilizing the TQM methodologies for the past few years to turn our environmental focus from end‐of‐pipe waste management to proactive and preventive TQEM and have made significant progress in reducing our wastes, emissions, and impact on the environment. This article shows how TQEM is now driving Design For Environment (DFE) programs and procedures, recognizing that addressing environmental issues in the initial design process is the most cost‐effective means for minimizing environmental impact.