bluuebunny/crossref_metadata_2025_split huggingface dataset:
ANSI/ASQC E4: A unified management standard for quality assurance of environmental programs
Authors: Johnson Gary L. 
Published: February 2007

AbstractThe need for a national consensus standard for quality assurance (QA) for environmental programs emerged from efforts to clean up sites contaminated by hazardous chemical and/or radioactive wastes. The waste management community has been using several different standards or sets of requirements for establishing the QA and quality control (QC) procedures for use during the cleanup of contaminated sites. Some of these requirements have been imposed by federal agencies, including the Department of Energy (DOE), the Department of Defense (DOD), the Nuclear Regulatory Commission (NRC), and the Environmental Protection Agency (EPA). Often, requirements have been chosen to fit a particular mission or regulatory requirements. The remediation and restoration of federally owned or operated hazardous waste sites has created a situation in which multiple organizations (including federal and state regulators, site operators, and remedial contractors) are overseeing or addressing the same technical problem, often at the same site, and using different QA requirements. The occurrence of multiple QA/QC requirements has resulted in costly and time‐consuming duplication of effort. In addition, the perception of inconsistent and often conflicting requirements has created confusion and frustration. The need for a single set of QA/QC criteria to bring order and consistency to the application of QA in the environmental waste management area became increasingly clear, and led to the development of ANSI/ASQC E4, which may be approved and issued by this year.
Environmentally conscious manufacturing: A technology for the nineties
Authors: Weissman Suzanne H. , Sekutowski Janine C. 
Published: February 2007

AbstractEditor's note: Companies embracing TQEM must evaluate and change their manufacturing processes to stay globally competitive in the nineties. This article shows how an environmentally conscious manufacturing program incorporating new approaches to waste reduction will help companies achieve their corporatewide TQEM and strategic goals.
Corporate environmental management study shows shift from compliance to strategy
Authors: Lent Tony , Wells Richard P. 
Published: February 2007

AbstractThe Abt study of forty‐one mostly Fortune 200 nonservice firms forms a new picture of environmental management. We present data indicating that environmental management is becoming central to corporate strategy and is being managed as an arena of competition rather than as a compliance‐driven function. We look at environmental management's new role through four lenses: its relationship to strategic planning; its evolving management structures that show environment increasingly integrated into the main functions of the business; innovation in corporate environmental investments reflecting new drivers beyond compliance; and new management systems and measures of firm‐wide performance that demonstrate that environment is being seen increasingly as an arena of competitive concern.We argue that much of the change is driven by three realities. First, as customers integrate environmental values into their conceptions of product quality, they are buying more products with identifiably environmental attributes. This change translates environmental management, historically a cost center, into a potential source of sales revenue, a change which cannot be underestimated. Second, recent life‐threatening damage to the global ecosystem and atmosphere reframes environmental management. This moves firms toward a systemic and global approach matched to the globalization of competitive and market concerns, and it places environmental management in the strategic sphere. And third, pollution prevention in its cross‐fertilization with total quality management is driving firms to focus on managing environment as an integral part of product management, and is helping them to reassess environmental performance as a contributor to productivity and innovation.
Questions and answers. TQEM performance indicators—how do you measure up?
Authors: Johannson Lynn 
Published: February 2007

AbstractI have seen a number of corporations accept the philosophy of TQEM and start the process of total quality environmental management with great enthusiasm. I believe that many organizations are attracted because TQM principles demand measurements of success and results that are definable for the environment. It reduces the emotionalism that frequently tends to surround environmental issues. Emotionalism has perhaps been the bane and boon of efforts by corporations and advocacy groups to incorporate environmental issues into the day‐to‐day functions of organizations. Abt Associates, a well‐known research‐based consulting firm, recently completed a study of U.S. Fortune 250 firms' environmental management programs. Abt found evidence that environmental performance is a competitive issue. Benchmarking is hotly pursued to develop firm‐wide indices of performance. One third of the benchmarking is against competition, another third is against worldwide firms. There is a race to develop “Best in Class” standards now. E2M and Abt Associates have combined resources to study corporate Canada's environmental management programs and compare these with those of the United States. This research will help companies benchmark activities and will build a strong North American data base. Unfortunately it will not be ready in time to answer TQEM's question for this issue. (The study results will be released to participating companies in Fall 1992.)
Business environmental initiatives: Beyond waste reduction and recycling
Authors: Bhushan Abhay K. 
Published: February 2007

AbstractXerox was one of the first U.S. companies to discover that environmentally sound practices not only result in good community relations, but also often more than pay for themselves. This article presents ideas and guidelines companies can use in their waste reduction and recycling programs.Implementing a waste reduction and recycling program is an important step toward improved environmental performance. Given the numerous ways businesses affect the environment—through purchasing, manufacturing, and resource consumption—waste reduction and recycling are just two of many potential environmental measures. This article will highlight further initiatives your business can take toward sustainable development, defined as development that meets the needs of the present without compromising the ability of future generations to meet their own needs.
Certification of environmental management systems—for iso 9000 and competitive advantage
Authors: Jackson Suzan L. 
Published: February 2007

AbstractISO 9000 has become the buzzword of many industries worldwide as they strive to gain competitive advantage by registering their quality systems. At the same time, environmental performance and improvement is becoming increasingly important in the global marketplace. Work has begun to integrate these two important concepts into a new one: certification of environmental management systems. This article explains the new standard and why companies need to recognize and react to their international environmental impact.
Finding green in clean: Progressive pollution prevention at hyde tools
Authors: Paluzzi Joseph E. , Greiner Timothy J. 
Published: February 2007

AbstractHyde Tools, Inc., of Southbridge, Massachusetts, is a medium‐sized firm employing about three hundred persons. In 1988, it learned of a company that eliminated its wastewater discharge after being threatened with massive Clean Water Act fines resulting from a suit brought by a Massachusetts environmental group. Hyde decided to devise a similar program to attain zero water discharge and do it within five years. More than 75 percent toward its goal, Hyde'S environmental success, detailed in this article, still relies heavily on the company'S Total Quality Management system and the efforts of a dedicated environmental staff. Hyde'S success typifies TQEM in action—showing how small continuous improvements can lead to significant financial paybacks.
Measuring environmental performance: Theory and practice at ontario hydro
Authors: Wolfe Anita , Howes Helen A. 
Published: February 2007

AbstractWhen an organization embarks on the path of environmental leadership, how does it track and quantify its efforts? This article describes a system for identifying, tracking, and communicating environmental efforts.Anita Wolfe wishes to recognize Richard P. Wells'S article, “Point of View: Environmental Management in Mexico,” TQEM, Vol. 2, No. 3, as an invaluable source in helping to develop this system.
In addition, it examines the experience of Ontario Hydro, Canada'S largest public utility, within a similar framework.
Applying tqem practices to pollution prevention at AT&T's columbus works plant
Authors: Thompson Barbara C. , Rauck Albert C. 
Published: February 2007

AbstractIn recent years AT&T changed its focus on environmental policies from compliance to pollution prevention. Pollution prevention is an integrated program that includes design for the environment, “green” manufacturing, and a comprehensive program to reduce existing waste in production. The principles of Total Quality Management can be applied to pollution prevention as well as the more traditional manufacturing concepts. The project described in this article is one of several concurrent programs being conducted at AT&T'S Columbus Works to reduce overall waste produced by the facility by applying TQM practices.
Applying tqm to environmental site assessments under the astm standard
Authors: Apsan Howard N. 
Published: February 2007

AbstractTotal Quality Management was initially developed to facilitate an ethos of continuous improvement of the production process. It entails both an internal and external focus. The former depends on a cooperative effort among employees at all levels of the organization to analyze work processes, minimize process variance, and thereby maximize productivity. The latter requires close collaboration with suppliers to ensure that raw or processed materials can be readily and efficiently integrated into the production process and constant communication with the end user—the customer—to ensure that the process generates the expected level of quality.Applying TQM to service industry processes is a bit more complex. In addition to having to tailor the TQM approach to the specific service industry, the processes are seldom identical and tend not to lend themselves to the same type of statistical variance analysis that is considered a hallmark of TQM. Nevertheless, numerous case studies have shown that TQM is applicable to the service industry and can help to generate a culture of continuous improvement and enhance customer satisfaction.Environmental site assessments provide a unique challenge to proponents of TQM. Construction, geological, and hydrological characteristics are unique at each site; regulatory requirements differ by jurisdiction; access to historical information is inconsistent; auditors have varying backgrounds; and client needs and expectations differ. Nevertheless, as the American Society for Testing and Materials (ASTM) standard practice gains acceptance as a benchmark for environmental site assessments, the application of TQM practices to this service process becomes more practicable.
Environmental auditing roundtable establishes formal standards for environmental, health, and safety audits
Authors: Yodis William A. , Hedstrom Gilbert S. 
Published: February 2007

AbstractThe Environmental Auditing Roundtable recently promulgated the Standards for the Performance of Environmental, Health, and Safety Audits that are featured in this article. With many global initiatives converging in the development of environmental auditing and management standards, this document represents a vital building block, unique from many others in that it was built by a broad‐based consensus effort of actual practitioners. Over 95 percent of the Roundtable members who voted on the standard endorsed it.
Applying the baldrige quality criteria to environmental performance: Lessons from leading organizations
Authors: Craigmcgee E. , Bhushan Abhay K. 
Published: February 2007

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.
Kodak's framework and assessment tool for implementing TQEM
Authors: Wever Grace H. , Vorhauer George F. 
Published: February 2007

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 described.
Making pollution prevention part of the coors culture
Authors: Woods Sandra K. 
Published: February 2007

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 met.
The european ecolabels and audits scheme: New environmental standards for competing abroad
Authors: Kirchenstein John J. , Jump Rodger A. 
Published: February 2007

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.
Benchmarking: Survey profiles the who and what of environmental auditing practice
Authors: Coulter Paul D. 
Published: February 2007

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.
The jurassic executive park: How esh managers can get out
Authors: Owen C. W. 
Published: February 2007

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 performance.
Toward effective environmental auditing at the TVA: Management audits versus compliance audits
Authors: Iwanski Myron L. , Thurman John R. 
Published: February 2007

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.
Corporate performance standards at Kodak
Authors: Bober Maria M. , Mitchell James W. , Bell R. Hays , Hart William L. 
Published: February 2007

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 Program.
The team solution for effective project management
Authors: Lipnack Jessica , Stamps Jeffrey 
Published: February 2007

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 through teams.
Environmental cost accounting: The bottom line for environmental quality management
Authors: Russell William G. , Skalak Steven L. , Miller Gail 
Published: February 2007

AbstractRecent years have seen the environment emerge as one of the most pressing issues facing American business. Eventually, environmental costs will affect the bottom line of every American company. A recent study in the National Law Journal estimates that cleanup of the nation's known hazardous wastes sites will cost $752 billion over thirty years under current environmental policies.Environmental legislation and regulations impose annual compliance costs estimated by the Environmental Protection Agency at more than $30 billion. In the near future, environmental expenses for cleanup, regulatory compliance, and management are anticipated to grow to between 2.5 and 3 percent of GNP. Corporations that wish to be competitive must successfully manage these costs while maintaining or improving their role as responsible corporate citizens.Implementing a comprehensive system for identifying and managing environmental costs requires a multidisciplinary team effort. Environmental costs impact product selection, design and pricing, capital budgeting, and future strategic direction. In order to make informed and meaningful managerial decisions on environmental programs, real cost data are vital. An environmental management systems (EMS) requires information to set goals and then monitor progress towards those goals over time. This article will discuss the current cost accounting systems (CASs) available to support the myriad goals of environmental management systems.In addition, the article will outline a framework for plotting the location of your current EMS on a matrix of regulatory and information requirements and evaluating whether your corporation's CAS is adequate to support the goals and objectives set by your environmental management program. By anticipating future regulatory and information requirements, flexible systems can be developed to adapt to new and more stringent regulations and more complex information requirements.