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Sustainability Utilizing Lean Six Sigma Techniques 1st Edition Tina Agustiady

Sustainability Utilizing Lean Six Sigma Techniques 1st Edition Tina Agustiady Sustainability Utilizing Lean Six Sigma Techniques 1st Edition Tina Agustiady Sustainability Utilizing Lean Six Sigma Techniques 1st Edition Tina Agustiady

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Sustainability Utilizing Lean Six Sigma Techniques 1st Edition Tina Agustiady Digital Instant Download Author(s): Tina Agustiady, Adedeji B. Badiru ISBN(s): 9781466514256, 1466514256 Edition: 1 File Details: PDF, 15.07 MB Year: 2012 Language: english
SUSTAINABILITY Utilizing Lean Six Sigma Techniques
Industrial Innovation Series Series Editor Adedeji B. Badiru Department of Systems and Engineering Management Air Force Institute of Technology (AFIT) – Dayton, Ohio PUBLISHED TITLES Carbon Footprint Analysis: Concepts, Methods, Implementation, and Case Studies, Matthew John Franchetti Computational Economic Analysis for Engineering and Industry, Adedeji B. Badiru & Olufemi A. Omitaomu Conveyors: Applications, Selection, and Integration, Patrick M. McGuire Global Engineering: Design, Decision Making, and Communication, Carlos Acosta, V. Jorge Leon, Charles Conrad, and Cesar O. Malave Handbook of Industrial Engineering Equations, Formulas, and Calculations, Adedeji B. Badiru & Olufemi A. Omitaomu Handbook of Industrial and Systems Engineering, Adedeji B. Badiru Handbook of Military Industrial Engineering, Adedeji B.Badiru & Marlin U. Thomas Industrial Control Systems: Mathematical and Statistical Models and Techniques, Adedeji B. Badiru, Oye Ibidapo-Obe, & Babatunde J. Ayeni Industrial Project Management: Concepts, Tools, and Techniques, Adedeji B. Badiru, Abidemi Badiru, & Adetokunboh Badiru Inventory Management: Non-Classical Views, Mohamad Y. Jaber Kansei Engineering - 2 volume set • Innovations of Kansei Engineering, Mitsuo Nagamachi & Anitawati Mohd Lokman • Kansei/Affective Engineering, Mitsuo Nagamachi Knowledge Discovery from Sensor Data, Auroop R. Ganguly, João Gama, Olufemi A. Omitaomu, Mohamed Medhat Gaber, & Ranga Raju Vatsavai Learning Curves: Theory, Models, and Applications, Mohamad Y. Jaber Modern Construction: Lean Project Delivery and Integrated Practices, Lincoln Harding Forbes & Syed M. Ahmed Moving from Project Management to Project Leadership: A Practical Guide to Leading Groups, R. Camper Bull Project Management: Systems, Principles, and Applications, Adedeji B. Badiru Quality Management in Construction Projects, Abdul Razzak Rumane Social Responsibility: Failure Mode Effects and Analysis, Holly Alison Duckworth & Rosemond Ann Moore Statistical Techniques for Project Control, Adedeji B. Badiru & Tina Agustiady STEP Project Management: Guide for Science, Technology, and Engineering Projects, Adedeji B. Badiru Sustainability: Utilizing Lean Six Sigma Techniques, Tina Agustiady & Adedeji Badiru Systems Thinking: Coping with 21st Century Problems, John Turner Boardman & Brian J. Sauser Techonomics: The Theory of Industrial Evolution, H. Lee Martin Triple C Model of Project Management: Communication, Cooperation, Coordination, Adedeji B. Badiru FORTHCOMING TITLES Essentials of Engineering Leadership and Innovation, Pamela McCauley-Bush & Lesia L. Crumpton-Young Project Management: Systems, Principles, and Applications, Adedeji B. Badiru Technology Transfer and Commercialization of Environmental Remediation Technology, Mark N. Goltz
CRC Press is an imprint of the Taylor & Francis Group, an informa business SUSTAINABILITY Utilizing Lean Six Sigma Techniques Edited by Tina Agustiady Adedeji B. Badiru Boca Raton London New York
CRC Press Taylor & Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2013 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Version Date: 20121105 International Standard Book Number-13: 978-1-4665-1425-6 (eBook - PDF) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information stor- age or retrieval system, without written permission from the publishers. For permission to photocopy or use material electronically from this work, please access www.copy- right.com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organization that pro- vides licenses and registration for a variety of users. For organizations that have been granted a pho- tocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com
To Andry and Iswat, our mates of honor, for their continuing support.
vii Contents Preface.................................................................................................................... xiii About the Authors.................................................................................................xv 1 Global Issues in Sustainability....................................................................1 Transportation...................................................................................................3 Inventory............................................................................................................3 Motion................................................................................................................4 Waiting...............................................................................................................4 Overprocessing.................................................................................................4 Areas of Sustainability.....................................................................................6 What Happens Globally if We Are Not Sustainable?................................13 References........................................................................................................ 14 2 Systems View of Sustainability.................................................................15 What Is a System?...........................................................................................15 A Systems Engineering Framework.............................................................15 Definitions of Sustainability......................................................................... 16 The Many Languages of Sustainability..................................................19 What Is Sustainability?..............................................................................19 Resource Consciousness...........................................................................19 Foci of Sustainability......................................................................................20 Value Sustainability...................................................................................21 Using the Hierarchy of Needs for Sustainability.......................................21 Sustainability Matrix......................................................................................24 Social Change for Sustainability..................................................................25 Reference..........................................................................................................27 3 Lean and Waste Reduction..........................................................................29 How to Use Poka-­ Yokes..................................................................................38 References........................................................................................................41 4 Education and Sustainability......................................................................43 Strategic Role of Sustainability Education..................................................44 University–­ Industry Sustainability Partnership........................................46 Sustainability Clearinghouse........................................................................47 Center of Excellence for Sustainability........................................................48 The Role of Women in Achieving Sustainability.......................................48 Agriculture and Sustainability.....................................................................49 Evolution of Efficient Agriculture................................................................49 Emergence of Cities........................................................................................50
viii Contents Human Resources for Sustainability...........................................................50 The Role of Technology in Sustainability...................................................51 DEJI Model for Sustainability Assessment.................................................52 Foundation for Sustaining Sustainability...................................................53 References........................................................................................................54 5 Six Sigma for Sustainability.......................................................................55 Project Charter................................................................................................58 SIPOC...............................................................................................................58 Kano Model.....................................................................................................62 CTQ...................................................................................................................63 Affinity Diagram............................................................................................64 Measurement Systems Analysis...................................................................66 Gauge R&R..................................................................................................66 Variation...........................................................................................................69 Process Capabilities........................................................................................72 Capable Process (Cp)..................................................................................72 Capability Index (Cpk)................................................................................73 Possible Applications of the Process Capability Index......................... 74 Potential Abuse of Cp and Cpk..................................................................75 Graphical Analysis.........................................................................................79 Process Mapping.............................................................................................80 Cause-­and-­Effect Diagram............................................................................80 Failure Mode and Effect Analysis (FMEA).................................................82 Hypothesis Testing.........................................................................................83 ANOVA............................................................................................................86 Correlation.......................................................................................................87 Simple Linear Regression..............................................................................88 Correlations: Trial 1, Time.........................................................................89 Analysis of Variance..................................................................................90 Unusual Observations...............................................................................90 Hypothesis Testing....................................................................................91 Conclusion...................................................................................................91 Theory of Constraints....................................................................................93 Single-­ Minute Exchange of Die (SMED)......................................................94 Description of Stage 1—Separate Internal vs. External Setup............97 Checklists...............................................................................................97 Function Checks....................................................................................99 Improved Transport of Parts and Tools.............................................99 Description of Stage 2—Convert Internal Setups to External Setups...........................................................................................................99 I. Advance Preparation of Conditions................................................99 II. Function Standardization................................................................99 III. Implementing Function Standardization with Two Steps........99
ix Contents Description of Stage 3—Streamline All Aspects of the Setup Operation..................................................................................................100 Ask Questions......................................................................................100 Improving Storage and Transport.................................................... 101 Streamlining Internal Setup.............................................................. 101 Implementing Parallel Operations................................................... 101 TPM—Total Productive Maintenance........................................................ 101 Design for Six Sigma.................................................................................... 104 Quality Function Deployment............................................................... 105 Design of Experiments............................................................................ 105 Control Charts............................................................................................... 109 X-­ Bar and Range Charts......................................................................... 109 Attribute Data Formulas......................................................................... 112 Example................................................................................................ 113 Control Plans................................................................................................. 114 References...................................................................................................... 117 6 Technology Transfer for Sustainability.................................................. 119 Definition and Characteristics of Technology.......................................... 119 Technology Assessment...............................................................................122 Sustainability Technology Transfer Modes..............................................125 Sustainability Changeover Strategies........................................................127 Post-­Implementation Evaluation.................................................................127 Technology Systems Integration.................................................................128 Sustainability Performance Evaluation.....................................................128 Sustainability Schedule Problems.........................................................129 Sustainability Performance Problems...................................................129 Sustainability Cost Problems.................................................................129 Sustainability Planning...........................................................................129 Technology Overview.............................................................................130 Technology Goal......................................................................................130 Strategic Planning....................................................................................130 Sustainability Policy................................................................................130 Sustainability Technology Procedures.................................................130 Sustainability Resources......................................................................... 131 Sustainability Technology Budget......................................................... 131 Sustainability Operating Characteristics............................................. 131 Sustainability Cost/­ Benefit Analysis.................................................... 131 Technology Performance Measures...................................................... 131 Sustainability Technology Organization.............................................. 132 Sustainability Work Breakdown Structure.......................................... 132 Potential Technology Problems.............................................................. 132 Sustainability Technology Acquisition Process.................................. 132 Reference........................................................................................................133
x Contents 7 Sampling and Estimation for Sustainability.........................................135 Statistical Sampling......................................................................................135 Sampling Techniques...................................................................................135 Sample.......................................................................................................136 Systematic Sampling....................................................................................136 Stratified Sampling....................................................................................... 137 Errors in Sampling........................................................................................ 137 Sampling Error......................................................................................... 139 Nonsampling Error.................................................................................. 139 Sampling Bias........................................................................................... 139 Stratified Sampling.................................................................................. 139 Cluster Sampling...................................................................................... 140 Measurement Scales..................................................................................... 141 Data Determination and Collection........................................................... 143 Point Estimates......................................................................................... 146 Unbiased Estimators................................................................................ 146 Interval Estimates.................................................................................... 147 Data Analysis and Presentation................................................................. 148 Raw Data................................................................................................... 148 Total Revenue...........................................................................................150 Average Revenue......................................................................................150 Median Revenue.......................................................................................153 Quartiles and Percentiles........................................................................153 The Mode..............................................................................................155 Range of Revenue.....................................................................................155 Average Deviation....................................................................................155 Sample Variance.......................................................................................156 Standard Deviation..................................................................................158 Calculation Example................................................................................ 159 Diagnostic Tools....................................................................................... 160 Flowcharts............................................................................................ 162 Pareto Diagram.................................................................................... 162 Scatter Plots.......................................................................................... 163 Run Charts and Check Sheets........................................................... 163 Histogram............................................................................................. 163 Calculations under the Normal Curve......................................................164 8 Managing Sustainability Projects........................................................... 169 Why Projects Fail..........................................................................................172 Management by Project............................................................................... 173 Integrated Project Implementation............................................................. 175 Critical Factors for Project Success............................................................. 176 Project Management Body of Knowledge.................................................177 Components of the Knowledge Areas.................................................. 178 Step-­by-­Step and Component-­by-­Component Implementation....... 179
xi Contents Project Systems Structure............................................................................ 182 Problem Identification............................................................................. 182 Project Definition.....................................................................................183 Project Planning.......................................................................................183 Project Organizing...................................................................................183 Resource Allocation.................................................................................183 Project Scheduling...................................................................................184 Project Tracking and Reporting.............................................................184 Project Control..........................................................................................184 Project Termination................................................................................. 185 Project Systems Implementation Outline.................................................. 185 Planning.................................................................................................... 185 Organizing................................................................................................ 186 Scheduling (Resource Allocation)......................................................... 187 Control (Tracking, Reporting, and Correction)................................... 187 Termination (Close, Phaseout)............................................................... 188 Documentation......................................................................................... 188 Sustainability Communication.............................................................. 188 Sustainability Cooperation..................................................................... 189 Sustainability Coordination................................................................... 189 Project Decision Analysis............................................................................190 Step 1: Problem Statement.......................................................................190 Step 2: Data and Information Requirements....................................... 191 Step 3: Performance Measure................................................................. 191 Step 4: Decision Model............................................................................ 192 Step 5: Making the Decision................................................................... 193 Step 6: Implementing the Decision........................................................ 193 Systems Group Decision-Making Models................................................. 193 Brainstorming........................................................................................... 195 Delphi Method......................................................................................... 195 Nominal Group Technique..................................................................... 197 Interviews, Surveys, and Questionnaires............................................. 198 Multivote...................................................................................................199 Hierarchy of Project Control.......................................................................200 Reference........................................................................................................206 Appendix A: Cumulative Normal Probability Tables (Z-Values).............207 Appendix B: Six Sigma Glossary..................................................................... 211
xiii Preface This book presents the application of Six Sigma methodology as a viable path for achieving the goals of sustainability. Sustainability is a tool that helps com- panies gain true benefits from their improvements. Many companies make improvements but cannot keep the results successful. Tools such as Lean Six Sigma will help sustain results by using process-­focused decisions. Examples of manufacturing improvements occur when companies implement 5S for organization before events but then end up getting disorganized just weeks after they have passed. These tools will help sustain the results while being competitive in this ever-­ changing economy. Manufacturing companies are working endlessly to make improvements, which are hard to implement and even harder to sustain. It is important to sustain best practices in order to not go back to the old ways of doing things and to be competitive in today’s market. Implementation of sustainability is only successful with the proper tools and management. The Lean and Six Sigma tools available can make sustaining results easier and process and business results more focused. The major features of the book include sustainability and metrics, Lean manufacturing, Six Sigma tools, sustainability project management, sustainability modeling, sustain- able manufacturing and operations, decision making, and sustainability logistics. A key benefit of the book is that it will guide readers on how to sustain results from high-­ quality improvements to make organizations com- petitive and first-in-class in their respective lines of business. Benefits are always needed in companies for them to be successful and profitable. While continuous improvement techniques are sought after, the implementation of the techniques becomes difficult and challenging to sustain. The proper tools are the key to making the decisions and having successful results. Sustainability requires project management and accountability along with matrices to understand the order of events. To sustain results, simply relying on an individual or one particular database or tool is just not enough. True statistical techniques need to be implemented to help make each industry the best at what it does. Lean and Six Sigma are important tools that are here to stay. The tools are not only statistics but also show data-­ driven decisions and will implement results based on facts. Without utilizing these tools and leading this change, companies will become less and less marketable and profitable. Companies need sustainability utilizing Lean and Six Sigma tech- niques to be the best they can be. Tina Agustiady Adedeji B. Badiru
xv About the Authors Tina Agustiady is a certified Six Sigma Master Black Belt and Continuous Improvement Leader at BASF. Agustiady serves as a strategic change agent, infus- ing the use of Lean Six Sigma throughout the organization as a key member of the site leadership team. She improves cost, quality, and delivery at BASF through her use of Lean and Six Sigma tools while demonstrating improvements through a simplification process. Agustiady has led many Kaizen, 5s, and root cause analy- sis events throughout her career in the healthcare, food, and chemical industries. She has conducted training and improve- ment programs using Six Sigma for the baking industry at Dawn Foods. Prior to working at Dawn Foods, she worked at Nestlé Prepared Foods as a Six Sigma product and process design spe- cialist responsible for driving optimum fit of product design and current manufacturing process capability and reducing total manufacturing cost and consumer complaints. Agustiady received a BS in industrial and manufacturing systems engi- neering from Ohio University. She earned her Black Belt and Master Black Belt certifications at Clemson University. Agustiady is also the Institute of Industrial Engineers (IIE) Lean Division board director and chairperson for IIE annual conferences and Lean Six Sigma conferences. She is an editor for the International Journal of Six Sigma and Competitive Advantage. Agustiady is an instructor who facilitates and certifies students for Lean and Six Sigma for IIE and Six Sigma Digest. She is also the coauthor for Statistical Techniques for Project Control (published in January 2012) and Communication for Continuous Improvement Projects (to be published in May 2013).
xvi About the Authors Adedeji B. Badiru is the head of systems and engineering management at the Air Force Institute of Technology. He was previously the department head of indus- trial and information engineering at the University of Tennessee in Knoxville and formerly a professor of industrial engi- neeringandthedeanofUniversityCollege at the University of Oklahoma. Dr. Badiru is a registered professional engineer (PE). He is a fellow of the Institute of Industrial Engineers and a Fellow of the Nigerian Academy of Engineering. He holds a BS in industrial engineering, an MS in math- ematics, an MS in industrial engineering from Tennessee Technological University, and a PhD in industrial engineering from the University of Central Florida. His areas of interest include mathematical modeling, project modeling and analysis, economic analysis, systems engineering, and productivity analy- sis and improvement. Dr. Badiru is the author of several books and techni- cal journal articles. He is the editor of the Handbook of Industrial and Systems Engineering and coeditor of the Handbook of Military Industrial Engineering. He is a member of several professional associations, including the Institute of Industrial Engineers (IIE), the Institute of Electrical and Electronics Engineers (IEEE), the Society of Manufacturing Engineers (SME), the Institute for Operations Research and Management Science (INFORMS), the American Society for Engineering Education (ASEE), the American Society for Engineering Management (ASEM), the New York Academy of Science (NYAS), and the Project Management Institute (PMI). He has served as a consultant to several organizations around the world, including Russia, Mexico, Taiwan, Nigeria, and Ghana. He has conducted customized train- ing workshops for numerous organizations, including Sony, AT&T, Seagate Technology, the U.S. Air Force, Oklahoma Gas & Electric, Oklahoma Asphalt Pavement Association, Hitachi, Nigeria National Petroleum Corporation, and ExxonMobil. Dr. Badiru has won several awards for his teaching, research, publications, administration, and professional accomplishments.
1 1 Global Issues in Sustainability Sustainability—The human preservation of the environment, whether economically or socially through responsibility, management of resources, and maintenance utilizing support. Being sustainable in manufacturing and any financial institution only increasessalesandprofitabilitybyreducingcosts.Doingitiseasyandinvolves awareness and education, policies and programs, and strategic planning. Critical thinking by using Safety and Practicality techniques can trans- form our communities and global environments while moving into the next centuries. Sustainability is based on survival and well-­ being, which revolves around commonsense principles. Understanding our environment and establishing better practices utilizing continuous improvement princi- ples will help us economically and help the generations to come. The topic sounds overwhelming, but utilizing Lean Six Sigma principles will make it a universal way of improving our lives. When determining what to do to be sustainable, four main concepts should be sought after: • Economical • Personal • Societal • Environmental Economical terms are related to profitability in the economy. Personal means of sustainability are the effects that are subjected to an individual. Societal concepts deal with informal social gatherings of groups organized by some- thing in common. Finally, the environment is the setting, surroundings, or conditions in which living objects operate. These four concepts unite for sus- tainability because of the parallel relationship they have to one another. The basic questions should be asked first: • What needs to be done? • What can be done? • What will be done? • Who will do it? • When will it be done?
2 Sustainability: Utilizing Lean Six Sigma Techniques • Where will it be done? • How will it be done? The aspects that are critical to sustainability are the most basic ones. These include the environment, natural resources, energy, air, water, and the proper use of them, and finally the understanding of physics, chemistry, biology, and geology. As humans, we must be economical so that none of these resources become scarce, and human growth maintains predominance. Many may ask, “Why should I protect my environment, and why should I be economical?” The answer is simple: It is for well-­ being. This well-­ being can be of an individual, resources, work, proper living manners, and pure satisfaction. Without being sustainable, our environment will suffer from aspects such as pollution, not having enough renewable resources especially essential ones, and livelihoods. The same aspects that are thought about in everyday life for our own well-­ beings should be thought about for work purposes as well. Emissions are powerful, and companies must reduce them to be successful. Some compa- nies are mandated to only pollute a certain percentage into the environment. Recall that being sustainable in manufacturing only increases sales and profitability by reducing costs. The quality of products is always increased when sustainability is built in. Sustainability also means predictability or doing the same right thing every time. When costs are cut, quality should not be altered or the increase in sales will decrease drastically. The processes behind the quality are the most critical ones to be sustainable. It should be sought after to have value-­ added tasks with quality products. When cus- tomers see that sustainability is not being met, they will go elsewhere. This also happens when the customers have expectations and are surprised with the product each different time they purchase the product. One time the product met their expectations, so the customers came back. Every time they receive a different product than they expect, the customers get disappointed and turn to a different supplier for their product. Not only do the custom- ers go elsewhere, but they complain to their friends and family about their dis­ satisfaction. Their friends and family now complain to other friends and family about the story they heard, and the company loses sales—hence prof- itability—by sacrificing their quality. The main global issue in companies is the wastes they incur. The eight main wastes are the following: Transportation Inventory Motion Waiting Overprocessing Overproduction
3 Global Issues in Sustainability Defects/­rework Underutilization of employees Each of the categories is discussed below. Transportation Materials or parts transferred within the facility should be minimized in the most strategic manner possible. If a part is coming from shipping and going to manufacturing, the shipping dock must be as close to the manufacturing dock as possible. When each part is utilized, the parts being put in the prod- uct should all be in similar vicinities so there is no waste in transporting the parts back and forth. Also, when the part is completed with its assembly or manufacturing, the packaging area and storage area should be close by or an ease of transportation must occur to limit this type of waste. Inventory Inventory should always be looked at as dollar signs on the shelves of where the inventory sits. The raw materials, in-­ process items, and finished goods are not value-­ added items when just sitting in a location. Just-­ in-­ time (JIT) methodologies should be used to reduce having excess inventory. JIT is a value-­ streaming methodology created by Taiichi Ohno at Toyota in the 1950s. The production and delivery of proper items and proper times is the philosophy for JIT to be successful. Upstream activities must occur before downstream activities, aiming for single-­ piece flow. Flow, pull, standard work, and Takt are the key elements. Changeovers need to be minimized in order for upstream manufacturing processes to have minimal parts until the downstream manufacturing process is ready. This prevents accumulation of excess stock. Scheduling must be effective and consistent for this process to be maintained. Overextending production will also cause inventory issues. Demand of customers needs to be measured before producing. Flow is looked at to enhance efficiency. Value-­added tasks should be looked for even when difficult to analyze. Many employees find tasks such as clean- ing to be value added when in fact they are not. The only tasks that add value are the tasks that the customer would be willing to pay for. The focus should be on the end product and what the customer wants. If the customer is buy- ing a chocolate cake with chocolate frosting, they only want to pay for this
4 Sustainability: Utilizing Lean Six Sigma Techniques cake. They do not want to pay for the changeover between strawberry and chocolate that has to occur before they get their chocolate cake. Standardized work, also known as standard operating procedure (SOP), consists of a definitive set of work procedures with all tasks organized optimally to meet customer needs. Standardization of the process and the activities allow for consistent times and completion of entire processes by all employees at all times and all circumstances. Correct locations of materials, parts, equipment, and so on, also help flow of materials and processes. 5S is a key tool used when determining flow. 5S will be discussed further in the book. Motion Any wasted time performing any activity is considered a waste of motion. The topic is similar to what was discussed earlier. The customer only wants to pay for value-­ added tasks. The customer does not want to pay excess labor fees, which are inherent when an employee is unorganized and looking for materials. Any type of wasted motion such as double-­ handling ingredients, walking further than needed, and stacking multiple times are considered wastes of motion. Waiting When any person is waiting for tools, materials, equipment, or other person- nel, they are being non-­ value-­ added. JIT should again be used, yet this time with people as the driving factor. The next step in the process should come just in time for the next person to be able to act on that process without wait time occurring. If wait time is built into the process, there is excess time built into the process. Overprocessing A question many people ask when doing tasks is, “Why do you do it that way?” The common answer is, “That’s how we have always done it,” or “That’s what the procedure says.” What should be thought about is if the process has too much work built into it. If a process requires 5 minutes of
5 Global Issues in Sustainability stirring, it should be asked if the materials would be the exact same after 3 minutes of stirring. Minimizing excess processing saves time and elimi- nates waste while increasing efficiency and productivity. This type of think- ing requires “thinking outside of the box.” The strategy for utility cost reduction is the following: • Utility Cost = Utility Usage × Utility Price • Electricity $/Year = kWh/­ Year × $/kWh • Natural Gas $/Year = Cu. Ft./Year × $/Cu. Ft. • Water $/Year = Gallons/­ Year × $/Gallon Simply put, utility cost reductions are the product of utility usage reduc- tions and utility price reductions. Focusing entirely on usage reductions or entirely on price reductions is not a well-­ balanced strategy. To correctly estimate utility usage and cost savings, two estimates must be prepared. Annual utility usage savings and cost savings are the differ- ence between the “before” usage/­ cost estimate and the “after” usage/­ cost estimate: • Annual “Before-­ Retrofit” Utility Usage/­ Cost – Annual “After-­ Retrofit” Utility Usage/­ Cost = Annual Utility Usage/­ Cost Savings Because this is a multifactor analysis (e.g., before and after levels of equip- ment loading/­ efficiency/­ demand, before and after annual hours of opera- tion, before and after utility prices), there are lots of opportunities for errors. Thus, the uncertainty of the utility usage and cost reduction estimates must be taken into account. The conservative approach is to discount the estimates by the associated level of uncertainty. The following are utility cost reduction measures and focuses for sustainability: 1. Efficient operation and effective maintenance of utility-­ consuming equipment 2. Competitive procurement of utilities 3. Cost-­ effective expense improvements 4. Cost-­ effective capital projects and retrofits 5. Efficient design of new buildings and plant expansions The following are examples through simple means of sustainability: • Computers, radios, and stereo systems should be turned off when not in use and unplugged when possible. • Utilize programmable thermostats to save up to 20% annually.
6 Sustainability: Utilizing Lean Six Sigma Techniques • Turn off electricity in rooms not being utilized—Think about freez- ers in factories that are not being used. • Focus on: • Electricity—#1 source of resource consumption • Natural gas—#2 source of resource consumption • Water/­ sewer—#3 source of resource consumption Utility costs are one of the largest categories in the annual expense bud- get for facilities and maintenance organizations. Unlike property taxes and depreciation costs, utility costs can be readily reduced. Preventative maintenance is 67% to 75% less expensive than repair-­ upon-­ failure, so it’s a measure that reduces net expenses concurrent with imple- mentation. Preventative maintenance need not be applied wholesale—it can be implemented in stages and/­ or for selected categories of assets. The eight best practices for improved energy efficiency are the following: 1. Increase the efficiency of all motors and motor-­ driven systems 2. Improve building lighting 3. Upgrade heating, ventilating and cooling systems 4. Capture the benefits of utility competition 5. Empower your employees to do more 6. Use water-­ reduction equipment and practices 7. Explore energy savings through increased use of the Internet 8. Implement comprehensive facility energy and environmental management The next topic discusses the areas of sustainability with particular aspects. Areas of Sustainability When discussing the different areas of sustainability, particular aspects come to mind. Sustaining the environment is first and foremost, but we need to understand what is included in the environmental aspects. The most com- mon ways to sustain the environment is through energy, water, and agricul- tural conservation. To do this, we must be well educated in sustainability for it to be implemented and have lasting results. First off, we need to understand energy consumption. Energy is defined as the capacity of a physical system to perform work through heat, kinetics, mechanical systems, light, or electrical means.
7 Global Issues in Sustainability The beginning process of saving energy comes from simple means such as turning off lights and any sources that provide power. Computers, radios, stereo systems, and so on, should be not only turned off when not in use but also unplugged when possible. Surge protectors are good ways of being able to ease into this process. Multiple items can be plugged into the surge protec- tor and the switch can simply be turned off when not in use. Many thermostats are programmable now so that the air-­ conditioning or heat can be turned to a lower/­ higher temperature when you are off at work or elsewhere. The trick to a programmable thermostat is that it gradu- ally gets back to the temperature of normal operating conditions when you reenter the home. These savings can be up to 20% annually if utilized prop- erly. Another great way to save energy in your home is to close any vents to rooms that are underutilized. The extra heat or air will come into the other rooms, saving costs again. Weatherproofing windows with weather strips or plastic insulation will also help prevent drafts or leaks. Curtains can also help with this process and insulated curtains are currently available to keep in heat or air. Simply insulating homes can protect excess heat or air costs and has a quick payback of normally less than one year. Microwaves or small toaster ovens use much less energy than stoves or ovens. These should be used when cooking or defrosting small amounts of food. Keeping the cold energy in the refrigerator is important because of the amount of energy it uses. Therefore closing the fridge as soon as possible is very important. Some fridges come with energy savings signals such as beeps to warn you if the fridge has been open for longer than the allotted time. Remember that old fridges also account for a large amount of energy. Batteries also take up energy that can be saved by turning off any toys, games, and so on. Rechargeable batteries can save energy and also reduce the toxins of the dangerous heavy metals that are emitted from batteries when thrown away. Batteries should only be disposed in toxic waste disposals. Water is the next critical area where sustainability is considered. The basics of turning off water whenever possible are the key to the savings. Most cities use the most amount of energy supplying water and cleaning up the water after it has been used. Turning off water when brushing teeth or when wash- ing dishes are simple ideas. Taking shorter showers is another way to save on the use of hot water. Hot water heaters account for almost ¼ of the home’s energy usage. Surprisingly, dishwashers save up to 40% more water than hand-­ washing dishes as well! If hand washing is a necessity, the best way to save is to fill up one side of the sink with clean soapy water and rinsing on the other side. Using your own energy versus power sources will help in energy savings as well. Examples such as using rakes versus leaf blowers or push mowers versus gas mowers not only save energy but also help your own well-­ being! Anything that can be thrown away should be thought about before pur- chasing. Think about disposable products such as plastic cups, plastic bags,
8 Sustainability: Utilizing Lean Six Sigma Techniques napkins, and paper plates. Whenever a reusable source can be used, it should. Cloth napkins can cut down on the overuse of paper napkins. Also, the plas- tic bags given at grocery stores normally end up in the trash. Consider taking your own bags with you and reusing them. Newspapers should always be recycled; 36 million trees a year could be saved if everyone recycled their newspaper every day. If these simple things can be done quickly and efficiently in one’s home, think about the benefits in a corporation for these savings. The benefits can have major savings and the paybacks for buying energy-­efficient bulbs, surge protectors, automated light sensors, and so on, will be immediate. The beginning programs for these sustainability acts are simple. They con- sist of the following: • Awareness • Energy-­efficient coding • Communications programs • Green schools and offices programs • Energy alliances programs • Industrial programs • Policy and research programs • Water savings acts • Commercial buildings consortiums Awareness begins with education. Public awareness, training, and classroom activities will help the society move toward sustainable actions for the environ- ment. Attainability becomes an argument when discussing sustainability. The lack of agreement behind these acts should be followed up with facts behind sustainability and will inform others of truths behind the matter. Instead of focusing on what is wrong with our society and how difficult it is to main- tain these sustainable measures, we should begin with the quick fixes and how simple ideas can help the environment. If each person starts doing just a small part, the effects can be immense. The small measures will then lead to much larger projects, but the effort has to begin somewhere. The big differ- ences between the reality of being sustainable as a culture and the education behind being sustainable should be known. Education will lead the environ- ment from being protected in small pieces while slowly investing in the ideas. Education will affect three main areas of planning: • Implementation • Decision making • Quality of life Without educating the workforce to keep them informed, the implementation of sustainability cannot be founded. Highly illiterate forces have a difficult time
9 Global Issues in Sustainability with developmental plans and actions. Instead these types of areas and people will have to buy forms of energy and goods, spending a great deal of money. Decision making is important because without factual and motivational information, decisions cannot be made. Development options with educa- tional topics will help people be skilled and technical and will also lead the act of persuasion. The persuasion is simple due to having educational infor- mation that leads to a better society because the facts protect the environ- ment and social structure. Finally, the quality of life is important to each individual person. The learning of these practices leads to higher economic statuses, improvement of life conditions, and the future of coming generations. The quality of life helps both individuals and national geography. Sustainable development plays a key role during this educational phase. The concept behind sustainable development is still evolving. The definition of sustainable development is the concept of needs mostly from the idea of limitations imposed by society and technology to prevent the environment from meeting present and future needs. The Brundtland Commission is to be credited for the original description of sustainable development. They stated, “Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” This concept is thought to have three main components: • Environment • Society • Economy These acts need to all be combined and not seen separately. The thought is to have a balance of all of these to have a healthy environment with proper resources for its citizens in the cleanliest manner possible. Remember that the environment is the setting, surroundings, or condi- tions in which living objects operate. Society is the collective number of people living together in a particular region with the same customs, laws, or organizations. The economy is the prosperity, possessions, and resources of a country or region in terms of production and consumption of goods and services. They can all be tied together because they depend on each other. Many principles are tied in with sustainable development. The defini- tions have been established from The Rio Declaration on Environment and Development and the 18 points are listed below: • People are entitled to a healthy and productive life in harmony with nature. • Development today must not undermine the development and envi- ronment needs of present and future generations.
10 Sustainability: Utilizing Lean Six Sigma Techniques • Nations have the sovereign right to exploit their own resources, but without causing environmental damage beyond their borders. • Nations shall develop international laws to provide compensation for damage that activities under their control cause to areas beyond their borders. • Nations shall use the precautionary approach to protect the envi- ronment. Where there are threats of serious or irreversible damage, scientific uncertainty shall not be used to postpone cost-­ effective measures to prevent environmental degradation. • In order to achieve sustainable development, environmental pro- tection shall constitute an integral part of the development process, and cannot be considered in isolation from it. Eradicating poverty and reducing disparities in living standards in different parts of the world are essential to achieve sustainable development and meet the needs of the majority of people. • Nations shall cooperate to conserve, protect, and restore the health and integrity of the Earth’s ecosystem. The developed countries acknowledge the responsibility that they bear in the international pursuit of sustainable development in view of the pressures their societies place on the global environment and of the technologies and financial resources they command. • Nations should reduce and eliminate unsustainable patterns of produc- tion and consumption, and promote appropriate demographic policies. • Environmental issues are best handled with the participation of all concerned citizens. Nations shall facilitate and encourage public awareness and participation by making environmental information widely available. • Nations shall enact effective environmental laws, and develop national law regarding liability for the victims of pollution and other environmental damage. Where they have authority, nations shall assess the environmental impact of proposed activities that are likely to have a significant adverse impact. • Nations should cooperate to promote an open international eco- nomic system that will lead to economic growth and sustainable development in all countries. Environmental policies should not be used as an unjustifiable means of restricting international trade. • The polluter should, in principle, bear the cost of pollution. • Nations shall warn one another of natural disasters or activities that may have harmful transboundary impacts. • Sustainable development requires better scientific understanding of the problems. Nations should share knowledge and innovative tech- nologies to achieve the goal of sustainability.
11 Global Issues in Sustainability • Thefullparticipationofwomenisessentialtoachievesustainabledevel- opment. The creativity, ideals, and courage of youth and the knowledge of indigenous people are needed too. Nations should recognize and support the identity, culture, and interests of indigenous people. • Warfare is inherently destructive of sustainable development, and nations shall respect international laws protecting the environ- ment in times of armed conflict, and shall cooperate in their fur- ther establishment. • Peace, development, and environmental protection are interdepen- dent and indivisible. These “Rio Principles” are clear parameters for the vision of the future of the world in order to be developmentally sustainable with specific abstracts of factual concepts. Energy-­ efficient coding comprises the codes that set minimum require- ments for energy-­ efficient design and construction for new and renovated buildings that impact energy usage. The objective is to have consistent and long-­ lasting results for energy savings. The benefits will help the environ- ment both tangibly and intangibly. The reduction in energy helps the pollu- tion concept by reducing environmental pollutions. There are direct savings and financial benefits due to a decrease in energy consumption and an increase in energy-­ efficient technologies, which will also lead to economic opportunities for the businesses. Once a building is already constructed, it is difficult to achieve the energy efficiencies without retrofitting the building. Since buildings stay up for decades, the energy coding should be done at the beginning stages for maximum benefits. Contemporary energy codes can save up to 330 trillion BTUs by 2030, which is almost 2% of total current residential energy consumption. The states can take the lead in the energy-­ saving initiatives by mandating energy coding in new or retrofitted buildings (data from the U.S. Department of Energy). Communications programs for sustainability include basic marketing techniques. Commercials, T-­ shirts promoting energy-­ saving activities, and mobile media are the most common ways to spread the word. Programs include seminars to raise awareness and scholarship grants to reward stu- dents with bright ideas. Finally donations help the sustainable efforts for the communications plans for the future. Green schools and offices programs comprise of many communities that take initiatives to have only green products. The communication of where and what to get to be green is communicated via directories and online sources. Green schools and offices programs give hazardous material warn- ings of items such as PVC plastic and give the benefits of recycling programs. These programs are meant to show the community their commitment in the matter by safeguarding health, saving money, raising test scores through better air quality and environments, and empowering kids.
12 Sustainability: Utilizing Lean Six Sigma Techniques Energy alliance programs give tips and resources for making energy effi- ciency easy and affordable. There are many community-­ based nonprofit organizations that provide property owners with information on what to do, who to call, how to pay for resources, and what the proper tactics are for energy savings. Programs such as these are not associated with any politi- cal parties and are solely performed for better environments. The programs have also begun to involve renters, contractors, and business partners. Industrial programs perform similar techniques for energy savings by having steering committees to gain executive buy-­ in from the beginning and create sustainable goals and establishments with measurable results. Industrial programs involve best practices by exploring company moti- vations for the program that have had successive results. The marketing research is a key aspect to the successes for industrial programs. The goal of industrial programs is to have clean air and transportation, upcoming tech- nology, corporate sustainability, and a means for building efficiency sectors. Policy and research programs involve sustainable science programs by advancing science through awareness of human-­ environment systems. The knowledge behind the policies increases the ease of implementation by hav- ing data-­driven results for the changes to be implemented. The promotion for sustainability includes concepts to increase knowledge, train students and faculty, and provide continuous education through teaching and outreach. There are several water savings acts that involve goals for reduction in urban water usage by 20% in 8 to 10 years. Incremental changes are to be taken with a goal of having at least 10% of savings in the next 5 years. Water management plans encompass giving deliverables on the amount of water usage acceptable through technical methodologies with strict criteria. The water savings act has a goal to not approve any retail water suppliers for any grants or loans if their water conservation requirements are not met. There are plans for an adoptive pricing structure for water by basing it on parts or quantities delivered. Efficient management strategies are to be encompassed in this water savings act. Commercial buildings consortiums are developed by the U.S. Department of Energy to gain building asset rating systems that can be built for new and existing commercial buildings to provide information to the stakehold- ers. The concept is due to the loss of heating and cooling by up to 30% from commercial buildings through the poor use or insulation of doors, win- dows, curtains, and skylights, which is also known as fenestration. The goal behind commercial building consortiums is to have all building sectors in the United States utilize zero energy through the implementation of aggres- sive energy savings mechanisms to reduce demand of energy by 70 to 80% while still maintaining energy requirements through renewable resources. These different areas of sustainability help benchmark the future use of energy by primarily using the domination of communication, knowledge, and education as a means of securing the well-­ being of future generations.
13 Global Issues in Sustainability What Happens Globally if We Are Not Sustainable? According to the U.S. Census, there are approximately 312 million people in the United States and approximately 6.9 billion people in the world. With this many people, there is a fear of running out of natural resources, espe- cially energy. Renewable sources of energy are needed to be sustainable. Ultimately any living organism requires energy, and if all living organisms utilize energy without reproducing it in some way, ultimately the energy will run out. Revitalizing all forms of energy must be accomplished to be sustainable. This means reorganizing, restoring, and differentiating. If we continue to use resources without reinvesting, all energy will be lost and there will be no hope for future generations. Social beings working together can help current and future generations by sustaining positive relationships through education and understanding of laws and practices. Locally pur- chasing ingredients and goods also helps the environment so there are no monopolies. Monopolies are defined as one company or industry control- ling the services or goods provided. With the concept of monopoly, no other beings are given a chance to be held socially responsible. The consequences include not having hope for future generations to be successful because no bartering can be done from one business or organization to another. Overconsumption can come from pressures of being known as successful or prestigious. However, having the best cars, homes, and things will lead to holding others at a pace they cannot keep up with. According to “The Story of Stuff” (2007), we have consumed 30% of Earth’s natural resources in the past 30 years. Only a few of these resources can be replenished. Only 20% of old-­ growth forest is remaining and 75% of fisheries are producing at or above capacity. The United States is the most abusive global consumer with only 5% of the world population and 30% of the worldwide consumption. Ninety-­ nine percent of raw materials are discarded without being recycled. This will be catastrophic if these standards are maintained or worsened over the years. The food chain circumstance that animals use can be converted to humans with this mannerism, meaning only the best or most successful will come out on top. Instead all philosophies should be investigated before making decisions. Values can then be set with the proper principles in mind, hold- ing relationships as important aspects. This is another form of unselfish- ness that should be practiced to stay globally friendly and sustainable. These concepts will not only help current practices and environments but also provide even better hopes for future generations. If we keep consuming resources and just moving to different areas to find more resources, eventu- ally the resources in all areas will run out, leaving the world completely out of resources.
14 Sustainability: Utilizing Lean Six Sigma Techniques References CommercialBuildingsInitiative.(2008).ZeroEnergyCommercialBuildingsConsortium. Energy Efficiency Toolkit for Manufacturers: Eight Proven Ways to Reduce Your Costs. Accessed from http://www.energy.ca.gov/­process/­pubs/­toolkit.pdf. Fiorino, D. P. (2004). Case study: Utility Cost Reduction at a Large Manufacturing Facility. Accessed from http://texasiof.ces.utexas.edu/­PDF/­Presentations/­Nov4/ CaseStudyFiorino.pdf. Green Schools Initiative, The David Brower Center. LEAP. (2010). Local Energy Alliance Program. Charlottesville, VA. “The Story of Stuff.” (2007). http://www.storyofstuff.com/. Water Use Efficiency Branch. (2010). Sacramento, CA.
15 2 Systems View of Sustainability Sustainability implies repeatability, the ability to replicate success again and again to create an enduring pattern of achieving the end goal. Repeatability is not limited to the attributes of the end product. It must also be pursued and practiced in all facets of operations from a systems perspective. It is only through a systems view that we can address the multitude of issues and fac- tors associated with sustainability. What Is a System? A system is a collection of interrelated elements working together synergisti- cally to achieve a set of objectives. Any project is essentially a collection of interrelated activities, people, tools, resources, processes, and other assets brought together in the pursuit of a common goal. The goal may be in terms of generating a physical product, providing a service, or achieving a specific result. This makes it possible to view any project as a system that is amenable to all the classical and modern concepts of systems management. A systems view of the world makes sustainability work better and projects more likely to succeed. A systems view provides a disciplined process for the design, development, and execution of complex sustainability initiatives in business, industry, education, and government. A major advantage of a systems approach to sustainability is the win-­ win benefit for everyone. A systems view also allows full involvement of all stakeholders of sustainability. A Systems Engineering Framework Systems engineering is the application of engineering to solutions of a mul- tifaceted problem through a systematic collection and integration of parts of the problem with respect to the life cycle of the problem. It is the branch of engineering concerned with the development, implementation, and use of
16 Sustainability: Utilizing Lean Six Sigma Techniques large or complex systems. It focuses on specific goals of a system considering the specifications, prevailing constraints, expected services, possible behav- iors, and structure of the system. It also involves a consideration of the activ- ities required to ensure that the system’s performance matches the stated goals. Systems engineering addresses the integration of tools, people, and processes required to achieve a cost-­ effective and timely operation of the system. We are all stakeholders of sustainability. As such, we are subcom- ponents of a large societal system. Systems engineering is concerned with the big picture of the challenges that we face. This involves how a system functions or behaves overall, how it interfaces with its users, how it responds to its environment and interacts with other systems, and how it regulates itself. Sustainability must be approached both from a technical point of view as well as a management viewpoint. The management discipline organizes and allocates efforts and resources across the broad spectrum of the sys- tem, including initiating communication, facilitating collaboration, defining system requirements, planning work flows, and deploying technology for targeted needs. A systems engineering framework for sustainability has the following elements: • Focus on the end goal. • Involve all stakeholders. • Define the sustainability issue of interest. • Break down the problem into manageable work packages. • Connect the interface points between project requirements and proj- ect design. • Define the work environment to be conducive to the needs of participants. • Evaluate the systems structure. • Justify every major stage of the sustainability project. • Integrate sustainability into the core functions existing in the organization. Definitions of Sustainability Different experts, researchers, and practitioners have differing definitions of sustainability. The lack of a consistent view is probably the reason that many sustainability programs have not taken root as expected. The follow- ing systems-­ based definitions are essential for the purpose of the theme of this book:
17 Systems View of Sustainability Agriculture—Farming and manipulation of soils to harvest and grow crops while raising livestock Biodiversity—The natural variation of living in particular ecosystems Biophysical—The science dealing with the application of physics of bio- logical processes Biosphere—The actual regions where living organisms occupy or reside Climate—Temperature, precipitation, and wind characteristics and conditions Community service—Voluntary work intended to assist others in a particular area Cooperation—The process of two or more beings working together toward the same goal Coordination—Organization of different elements so that there is cooperation for effective processes Economy—The prosperity, possessions, and resources of a country or region in terms of production and consumption of goods and services Ecosystem—Interacting organisms and their physical means of living in a biological community Education—Learning or training achieved through knowledge and studying Energy—The capacity of a physical system to perform work through heat, kinetics, mechanical systems, light, or electrical means Energy-­ efficient coding—Codes that set minimum requirements for energy-­ efficient design and construction for new and renovated buildings that impact energy usage Enterprise—A business or company with resources Environment—The setting, surroundings, or conditions in which liv- ing objects operate Ethics—Asystemofmoralvaluesthatmakesoneperformtherightconduct Fenestration—The arrangement of windows and doors in a building to help operate with lower heating and cooling losses Forecasting—The prediction or estimation of future events performed normally due to trending Global—Relation to the world, earth, or planet Global warming—The gradual increase in temperature of the earth and oceans predicted to be from pollution and the inconsideration of the environment Greenhouse—Solar radiation entrapment caused by atmospheric gases caused by pollution, which allows sunlight to pass through and be re-­ emitted as heat radiation back from the earth’s surface
18 Sustainability: Utilizing Lean Six Sigma Techniques Human impact—The impacts from human beings that affect biophysi- cal environments, biodiversity, and any other environments Humanity—Human nature and civilization Natural resources—Materials or matter in nature such as minerals, fresh water, forests, or abundant land that can be used for economic benefits Physics—The science of matter and energy and the interaction of the two Planetary—Relating to the earth as a planet Policies—Plans or courses of actions Project management—Planning, managing, monitoring, and controlling projects utilizing feedback and knowledge of tools and techniques Public health—The science and art of preventing diseases while pro- longing life Quality management—The key for a system to ensure the end goal is met through a desired level of excellence to be competitive in the business Recycling–The reprocessing of materials already used into new mate- rials or products to prevent waste and protect the environment by reducing energy, air pollution, water pollution, and emissions Reducing waste—Reducing the amount of unwanted materials techno- logically and socially to economically benefit the environment Reuse—To use again in a different circumstance after processing Society—The collective amounts of people living together in a particu- lar region with the same customs, laws, or organizations Sustainability—The human preservation of the environment, whether economically or socially through responsibility, management of resources, and maintenance utilizing support Sustainable development—The concept of needs mostly from the idea of limitations imposed by society and technology to prevent the environment from meeting present and future needs Sustainable energy—The condition of energy that meets the needs of the present without compromising the ability of future generations to meet their needs Systems—Detailed methods or procedures established to transmit out a specific activity or to perform a responsibility; a network of things interacting together. Theory—A set of assumptions based on accepted facts that provide rational explanations of cause-­and-­effect relationships among groups Total quality management—Continuous improvement in products and processes by increasing the quality and reducing the defects through management methodologies
19 Systems View of Sustainability The Many Languages of Sustainability Sustainability is not just for the environment. Although environmental concern is what immediately comes to mind whenever the word sustain- ability is mentioned, there are many languages (i.e., modes) of sustainabil- ity, depending on whatever perspective is under consideration. The context determines the interpretation. Each point of reference determines how we, as individuals or groups, respond to the need for sustainability. Pursuits of green building, green engineering, clean water, climate research, energy conservation, eco-­ manufacturing, clean product design, lean production, and so on remind us of the foundational importance of sustainability in all we do. What Is Sustainability? Commitment to sustainability is in vogue these days, be it in the corporate world or personal pursuits. But, what exactly is sustainability? Definitions of the word contain verbs, nouns, and adjectives such as green, clean, maintain, retain, stability, ecological balance, natural resources, and environment. The definition of sustainability implies the ability to sustain (and maintain) a process or object at a desirable level of utility. The concept of sustainability applies to all aspects of functional and operational requirements, embracing both technical and managerial needs. Sustainability requires methodological, scientific, and ana- lytical rigor to make it effective for managing human activities and resources. In the above context, sustainability is nothing more than prudent resource utilization. The profession of industrial engineering is uniquely positioned to facilitate sustainability, especially as it relates to the environment, techni- cal resources, management processes, human interfaces, product develop- ment, and facility utilization. Industrial engineers have creative and simple solutions to complex problems. Sustainability is a complex undertaking that warrants the attention and involvement of industrial engineers. A good example of the practice of sustainability is how a marathon runner strategi- cally expends stored energy to cover a long-­ distance race. Burning up energy too soon means that the marathon race will not be completed. Erratic expen- diture of energy would prevent the body from reaching its peak performance during the race. Steady-­ state execution is a foundation for achieving sustain- ability in all undertakings where the decline of an asset is a concern. An example is an analysis of how much water or energy it takes to raise cattle for human consumption. Do we ever wonder about this as we delve into our favorite steaks? Probably not. Yet, this is, indeed, an issue of sustainability. Resource Consciousness The often-­ heard debate about what constitutes sustainability can be allevi- ated if we adopt the context of “resource consciousness,” which, in simple
20 Sustainability: Utilizing Lean Six Sigma Techniques terms, conveys the pursuit of conservation in managing our resources. All the resources that support our objectives and goals are amenable to sus- tainability efforts. For example, the expansion of a manufacturing plant should consider sustainability, not only in terms of increased energy con- sumption but also in terms of market sustainability, intellectual property sustainability, manpower sustainability, product sustainability, and so on. The limited resource may be spread too thin to cover the increased requirements for a larger production facility. Even a local community cen- ter should consider sustainability when contemplating expansion projects just as the local government should consider tax base sustainability when embarking on new programs. The mortgage practices that led to the hous- ing industry bust in the United States were due to financial expectations that were not sustainable. If we put this in the context of energy consump- tion, it is seen that buying a bigger house implies a higher level of energy consumption, which ultimately defeats the goal of environmental sustain- ability. Similarly, a sports league that chooses to expand haphazardly will eventually face a non-­ sustainability dilemma. Every decision ties back to the conservation of some resource (whether a natural resource or a manu- factured resource), which links directly to the conventional understanding of sustainability. Foci of Sustainability There are several moving parts in sustainability. Only a systems view can ensure that all components are factored into the overall pursuit of sustain- ability. A systems view of the world allows an integrated design, analysis, and execution of sustainability projects. It would not work to have one seg- ment of the world embarking on sustainability efforts while another segment embraces practices that impede overall achievement of sustainability. In the context of production for the global market, whether a process is repeatable or not, in a statistical sense, is an issue of sustainability. A systems-­ based framework allows us to plan for prudent utilization of scarce resources across all operations. Some specific areas of sustainability include the following: • Environmental sustainability • Operational sustainability • Energy sustainability • Health and welfare sustainability • Safety and security sustainability • Market sustainability
21 Systems View of Sustainability • Financial sustainability • Economic sustainability • Health sustainability • Family sustainability • Social sustainability The long list of possible areas means that sustainability goes beyond envi- ronmental concerns. Every human endeavor should be planned and man- aged with a view toward sustainability. Value Sustainability Sustainability imparts value on any organizational process and product. Even though the initial investment and commitment to sustainability might appear discouraging, it is a fact that sustainability can reduce long-­ term cost, increase productivity, and promote achievement of global standards. Sample questions for value sustainability are provided below: • What is the organizational mission in relation to the desired value stream? • Are personnel aware of where value resides in the organization? • Will value assignment be on team, individual, or organizational basis? • Is the work process stable enough to support the acquisition of value? • Can value be sustained? Using the Hierarchy of Needs for Sustainability The psychology theory of hierarchy of needs, postulated by Abraham Maslow in his 1943 paper, “A Theory of Human Motivation,” still governs how we respond along the dimensions of sustainability, particularly where group dynamics and organizational needs are involved. An environmentally induced disparity in the hierarchy of needs implies that we may not be able to fulfill personal and organizational responsibilities along the spectrum of sustainability. In a diverse workforce, the specific levels and structure of needs may be altered from the typical steps suggested by Maslow’s hierar- chy of needs. This calls for evaluating the needs from a multidimensional perspective. For example, a 3-D view of the hierarchy of needs can be used to coordinate personal needs with organizational needs with the objective of facilitating sustainability. People’s hierarchy of basic needs will often dictate
22 Sustainability: Utilizing Lean Six Sigma Techniques how they respond to calls for sustainability initiatives. Maslow’s hierarchy of needs consists of five stages: 1. Physiological needs: These are the needs for the basic necessities of life, such as food, water, housing, and clothing (i.e., survival needs). This is the level where access to money is most critical. Sustainability applies here. 2. Safety needs: These are the needs for security, stability, and freedom from physical harm (i.e., desire for a safe environment). Sustainability applies here. 3. Social needs: These are the needs for social approval, friends, love, affection, and association (i.e., desire to belong). For example, social belonging may bring about better economic outlook that may enable each individual to be in a better position to meet his or her social needs. Sustainability applies here. 4. Esteem needs: These are the needs for accomplishment, respect, recognition, attention, and appreciation (i.e., desire to be known). Sustainability applies here. 5. Self-­actualization needs: These are the needs for self-­ fulfillment and self-­ improvement (i.e., desire to arrive). This represents the stage of opportunity to grow professionally and be in a position to selflessly help others. Sustainability applies here. Ultimately, the need for and commitment to sustainability boil down to each person’s perception based on his or her location on the hierarchy of needs and level of awareness of sustainability. How do we explain to a hungry poor family in an economically depressed part of the world the need to conserve forestry? Or, how do we dissuade an old-­ fashioned professor from the prac- tice of making volumes of hard copy handouts instead of using electronic distribution? Cutting down on printed materials is an issue of advancing sustainability. In each wasteful eye, “the need erroneously justifies the means” (author’s own variation of the common phrase). This runs counter to the principle of sustainability. In Figure 2.1, this article expands the hierarchy of needs to generate a 3-D rendition that incorporates organizational hierarchy of needs. The location of each organization along its hierarchy of needs will determine how the organization perceives and embraces sustainability pro- grams. Likewise, the hierarchy position of each individual will determine how he or she practices commitment to sustainability. In an economically underserved culture, most workers will be at the basic level of physiological needs, and there may be constraints on moving from one level to the next higher level. This fact has an implication on how human interfaces impinge upon sustainability practices. In terms of organizational hierarchy of needs, the levels in Figure 2.1 are characterized as follows:
23 Systems View of Sustainability Level 1 of Organizational Needs: This is the organizational need for basic essentials of economic vitality to support the provision of value for stockholders and employees. Can the organization fund projects from cash reserves? Sustainability applies here. Level 2 of Organizational Needs: This is a need for organizational defense. Can the organization feel safe from external attack? Can the orga- nization protect itself cyber attacks or brutal takeover attempts? Sustainability applies here. Level 3 of Organizational Needs: This is the need for an organization to belong to some market alliances. Can the organization be invited to join trade groups? Does the organization have a presence on some world stage? Sustainability applies here. Level 4 of Organizational Needs: This is the level of having market respect and credibility. Is the organization esteemed in some aspect of mar- ket, economic, or technology movement? What positive thing is the organization known for? Sustainability applies here. Level 5 of Organizational Needs: This is the level of being classified as a “power” in the industry of reference. Does the nation have a recog- nized niche in the market? Sustainability applies here. Obviously,wheretheorganizationstandsinitshierarchyofsustainabilitygoals will determine how it influences its employees (as individuals) to embrace, support, and practice sustainability. How each individual responds to organi- zational requirements depends on that individual’s own level in the hierarchy Self-actualization needs 5 4 3 2 1 I n d i v i d u a l S u s t a i n a b i l i t y N e e d s Organizational Sustainability Needs Esteem needs Love and belonging needs Security needs Physiological needs FIGURE 2.1 3-D hierarchy of needs for sustainability goals.
24 Sustainability: Utilizing Lean Six Sigma Techniques of needs. We must all recognize the factors that influence sustainability in our strategic planning programs. For an organization to succeed, sustainability must be expressed explicitly as a goal across organizational functions. Sustainability Matrix The coupling of technical assets and managerial tools is essential for real- izing sustainability. This section presents an example of the sustainability matrix introduced by Badiru (2010). The matrix is a simple tool for organiz- ing the relevant factors associated with sustainability. It overlays sustain- ability awareness factors, technical assets, and managerial tools. Figure 2.2 shows an example of the matrix structure while Table 2.1 shows the generic matrix design. The sample elements illustrate the nature and span of factors associated with sustainability projects. Each organization must assess its own environment and include relevant factors and issues within the context of prevailing sustainability programs. Without a rigorous analytical frame- work, sustainability will just be in talks rather than deeds. One viable strat- egy is to build collaborative STEM (Science, Technology, Engineering, and Mathematics) alliances for sustainability projects. The analytical framework of systems engineering provides a tool for this purpose from an interdisci- plinary perspective. With this, environmental systems, industrial systems, and societal systems can be sustainably tied together to provide win-­ win benefits for all. An effective collaborative structure would include researchers and practitioners from a wide variety of disciplines (civil and environmental AWARENESS COMMUNICATION COOPERATION COORDINATION FIGURE 2.2 Factors of sustainability.
25 Systems View of Sustainability engineering, industrial engineering, mechanical engineering, public health, business, etc.). Project sustainability is as much a need as the traditional components of project management, which spans planning, organizing, scheduling, and control. Proactive pursuit of the best practices of sustainability can pave the way for project success on a global scale. In addition to people, technology, and process issues, there are project implementation issues. In terms of per- formance, if we need a better policy, we can develop it. If we need technologi- cal advancement, we have capabilities to achieve it. The items that are often beyond reach relate to project life cycle management issues. Project sustain- ability implies that sustainability exists in all factors related to the project. Thus, we should always focus on project sustainability. Think “sustainability” in all you do and you are bound to reap the rewards of better resource utilization, operational efficiency, and process effective- ness. Both management and technical issues must be considered in the pursuit of sustainability. People issues must be placed at the nexus of all the considerations of sustainability. Otherwise, sustainability itself cannot be sustained. Many organizations are adept at implementing rapid improve- ment events (RIE). This chapter recommends a move from mere RIE to sus- tainable improvement events (SIE). Social Change for Sustainability Change is the root of advancement. Sustainability requires change. Our society must be prepared for change to achieve sustainability. Efforts that support sustainability must be instituted into every aspect of everything TABLE 2.1 Generic Template for Sustainability Matrix Technical Factors Managerial Environmental Factors Organizational Behavior Personnel Culture Resource Base Market Influence Share Capital Physical infrastructure Communication modes Cooperation incentives Coordination techniques Building performance Energy economics Work design Technical acquisitions Work measurement Project design Financial implications Project control Analytical modeling Resource combinations Qualitative risk Engineering analysis Value assessment Forecast models Scientific limitation Fuel efficiency Technical workforce Contingency planning Contract administration Green purchases Technology constraints Energy conservation Training programs Quantitative risk Public acceptance Technology risks
26 Sustainability: Utilizing Lean Six Sigma Techniques that the society does. If society is better prepared for change, then positive changes can be achieved. The “pain but no gain” aspects of sustainability can be avoided if proper preparations have been made for societal changes. Sustainability requires an increasingly larger domestic market to preserve precious limited natural resources. The social systems that make up such markets must be carefully coordinated. The socioeconomic impact on sus- tainability cannot be overlooked. Social changes are necessary to support sustainability efforts. Social disci- pline and dedication must be instilled in the society to make sustainability changes possible. The roles of the members of a society in terms of being responsible consumers and producers of consumer products must be out- lined. People must be convinced of the importance of the contribution of each individual whether that individual is acting as a consumer or as a pro- ducer. Consumers have become so choosy that they no longer will simply accept whatever is offered in the marketplace. In cases where social dictum directs consumers to behave in ways not conducive to sustainability, gradual changes must be facilitated. If necessary, an acquired taste must be devel- oped to like and accept the products of local industry. To facilitate consumer acceptance, the quality of industrial products must be improved to competi- tive standards. In the past, consumers were expected to make do with the inherent characteristics of products regardless of potential quality and func- tional limitations. This has changed drastically in recent years. For a product to satisfy the sophisticated taste of the modern consumer, it must exhibit a high level of quality and responsiveness to the needs of the consumer with respect to global expectations. Only high-­ quality products and services can survive the prevailing market competition and, thus, fuel the enthusiasm for further sustainability efforts. Some of the approaches for preparing a society for sustainability changes are listed below: • Make changes in small increments • Highlight the benefits of sustainability development • Keep citizens informed of the impending changes • Get citizen groups involved in the decision process • Promote sustainability change as a transition to a better society • Allay the fears about potential loss of jobs due to new sustainabil- ity programs • Emphasize the job opportunities to be created from sustainability investments Addressing the above issues means using a systems view to tackle the various challenges of executing sustainability. As has been discussed in the preced- ing sections, the concept of sustainability is a complex one. However, with a systems approach, it is possible to delineate some of its most basic and general
27 Systems View of Sustainability characteristics. For our sustainability purposes, a system is simply defined as a set of interrelated elements (or subsystems). The elements can be molecules, organisms, machines, machine components, social groups, or even intangi- ble abstract concepts. The relations, interlinks, or “couplings” between the elements may also have very different manifestations (e.g., economic trans- actions, flows of energy, exchange of materials, causal linkages, control path- ways). All physical systems are open in the sense that they have exchanges of energy, matter, and information with their environment that are signifi- cant for their functioning. Therefore, what the system “does,” in its behav- ior, depends not only on the system itself but also on the factors, elements, or variables coming from the environment of the system. The environment impacts “inputs” onto the system while the system impacts “outputs” onto the environment. This, in essence, is the systems view of sustainability. Reference Badiru, A. B. (2010). “The Many Languages of Sustainability,” Industrial Engineer, Nov., pp. 31–34.
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– No most meg már nem eresztesz ki? Ejnye de goromba vagy. Jól van hát no. Megvárom itten, míg előjönnek az asszonyok. Én is ráérek pihenni. Azzal végig feküdt a Noémi által szedett friss rózsalevélhalmazban. – Ejh de jó ágyra tettem most szert! Lucullusi egy fekhely. Hahaha! A hölgyek visszatértek Mihálylyal a sziget belsejéből. Teréza meglepetve látta, hogy Almira nem a veranda előtt fekszik, hanem a szeszfőzde ajtaját őrzi. – Mi van ott, Almira? Tódor, a mint Teréza hangját meghallotta, egy jó tréfát gondolt ki, eltemette magát egészen a tömérdek rózsalevél közé, hogy nem látszott ki belőle; s mikor aztán Noémi betekintett a konyha ajtaján e szóval: «mi van itt Almira?» akkor kiemelkedék vigyorgó arczával a rózsahalmaz közül. – A te kedves egyetlen vőlegényed van itt, szép Noémi! Noémi nagyot sikolva tántorodott vissza. – No mi az? kérdé az odasiető anya. – A rózsa közt… hebegé Noémi. – Mi van a rózsa közt? Egy pók? – Igen. Egy pók… Tódor nevetve ugrott ki rózsás fekhelyéből, s mint a ki egy igen jó tréfával lepte meg kedveseit, a min kaczagni kell mindenkinek, nagy hahotával rohant Teréza mama nyakába, nem törődve annak haragos tekintetével, sem Noémi ijedt arczával, össze-vissza csókolá Terézát.
– Hahaha! Ugy-e megleptelek benneteket! Te kedves Teréza mama. Szerelmes, édes, drága jó mama. Itt van a te vejecskéd. Hahaha! Mint egy tündér a rózsatengerből merülök fel. Hahaha! Azután Noémihez fordult; de az hirtelen félresiklott ölelése elől, s Krisztyán Tódor akkor vette észre, hogy még egy harmadik valaki is van itt: Timár Mihály. Ez a találkozás kissé lehűtötte erőtetett jó kedvét, a mi ugyan csak kicsinált bolondozás volt nála; de épen azért nem szerette azt az embert látni maga előtt, a kivel olyan kellemetlen emlékei voltak összekötve. – Ah! Szervusz schreiber uram! köszönté Timárt. Megint itt találkozunk össze. Talán csak nincs önnek a hajóján megint egy török basa? Hehehe. Ne féljen semmit, schreiber uram. Timár vállat vont s nem szólt neki semmit. Akkor aztán Noémihoz fordult Tódor, nyájas barátsággal ölelve át a leány derekát, a mit az úgy viszonzott, hogy eltolta magától s félrefordította tőle az arczát. – No hagyj békét annak a leánynak! szólítá őt meg rideg, száraz hangon Teréza. Miért jöttél megint? – Jól van, jól no. Csak ne kergess ki, még le sem szálltam. Mintha bizony nem volna szabad nekem Noémit megölelnem? Az én egyetlenegy kis mátkámat. Tán biz eltörik tőle, ha ránézek? Hogy féltek tőlem! – Van okunk rá, szólt Teréza mogorván. – No ne haragudjál, Teréza mama. Ezúttal nem azért jöttem, hogy kérjek tőled valamit. Ellenkezőleg. Én hozok neked sok-sok pénzt. Hohó! Iszonyú sok pénzt. Annyit, hogy visszaszerezheted rajta hajdani szép házadat, jószágodat, kertedet az Osztrován, mindent, a mit elvesztettél. Azt mind visszanyered azért a sok pénzért. Hiszen
tudod, én nekem fiui kötelességem azt a hibát helyrehozni, a mit szegény atyám vétett te ellened. Most meg már a könyhullatásig elérzékenyedett Krisztyán Tódor, hanem ez is hidegen hagyta a jelenlevőket; nem hittek se nevetésének, se sírásának. – No de gyerünk be innen, gyerünk be a szobába, mondá Tódor, mert a miket közölni akarok veletek, azt nem lehet az egész világ előtt elmondani. – Oh te bolond! mondá Teréza asszony. Hát hisz hol itt az egész világ? ezen a puszta szigeten? Timár úr előtt pedig beszélhetsz akármit, ő nekünk régi jó ismerősünk. Hanem hát gyere be no. Tudom, hogy éhes vagy: ez a vége a dolognak. – Hahaha! Te kedves okos mama! milyen jól ismered a Tódorkádnak a gyengéjét, hogy mindig kitünő étvágyam van. Aztán a milyen pompás rácz béleseket te tudsz készíteni! Az ember szeretne egészen gyomorrá válni, mikor azt meglátja. Nincs olyan gazdasszony a világon több, mint te vagy. Én ültem a török szultán asztalánál is, de olyan szakácsa annak sincs, mint te vagy. Teréza asszonynak most is gyönge oldala volt, ha vendégszeretetét magasztalták. Az ennivalót nem kimélte semmi jövevénytől, s még halálos ellenségét sem bocsátotta el éhen. Krisztyán Tódornak divatos figaró volt a fején, azt ő kiszámított hetykeséggel úgy intézte, hogy mikor belép a kis kunyhó ajtaján, az ajtóragasztó leüsse a fejéről, hogy aztán elmondhassa: – Ah! Az átkozott divatos kalap! Mikor az ember olyan magas ajtókhoz van szokva. Az új szállásomon csupa szárnyajtók vannak. Gyönyörű kilátás a tengerre! – Hát van neked igazán valahol lakásod? kérdezé Teréza, felterítve az étkezéshez az asztalt a kis lakszobában.
– Meghiszem azt! Triesztben, a legszebb palotában. A legelső hajóépítőnek az ügynöke vagyok… – Triesztben? szólt bele Timár. Hogy híják? – Tengeri hajókat épít, szólt lenéző arczfintorulattal Tódor, nem holmi «Schuper», nem burdzsellákat készít… Egyébiránt signore Scaramelli a neve. Timár elhallgatott. Nem tartá szükségesnek elárulni, hogy signore Scaramellinál ő is épen egy tengeri hajót építtet. – Hja, most én csak úgy vájkálok a pénzben! henczegett Tódor. Milliók meg milliók fordulnak meg a kezemen. Ha olyan tisztakezű ember nem volnék, ezreket tehetnék félre. El is hoztam az én kedves Noémimnek, a mit igértem. Nos? mit igértem? Egy gyűrűt. Micsoda kő legyen benne? Rubin? Smaragd? – Brilliánt van benne, három és fél karatos brilliánt. Ez lesz az én kis Noémimnak a jegygyűrűje. Itt van ni. Tódor belenyúlt a pantallon zsebébe, sokáig kotorászott benne, utoljára ijedt arczot csinált, elmeresztette a szemeit, «elveszett!» hörgé, csinált rémülettel s kifordítva a zsebét, láthatóvá tette azon a perfid lyukat, melyen keresztül a jegygyűrű a három karatos brilliánttal elveszett. Noémi erre hangos kaczajban tört ki. Olyan gyönyörű csengő hangja volt, mikor kaczagott, s olyan ritkaság volt ezt az ő kaczagó hangját hallani! – No hát azért sem veszett el! kiáltá Tódor; soha se tessék kaczagni, szép menyasszonykám! S azzal hozzáfogott a csizmáját lehúzni; valóban a megrázott csizmaszárból kihullott az asztalra a szökevény gyűrű. – Itt van! Igaz jószág nem vész el. Az én Noémim jegygyűrűje nem hagy el engem. Itt van. No nézd, Teréza mama. Ezt hozta a te jövendőbeli vejed a menyasszonyának. Nos, mit szólsz hozzá? Hát maga, Schreiber úr, ha tud hozzá, mire becsüli ezt a brilliántot?
Timár megnézte a drágaságot s azt mondá: – Pierre de Strass; testvérek között is megér öt garast. – Hallgasson! maga Schreiber! mit ért maga ahhoz? Maga csak kukoriczához ért, meg zabhoz; látott is maga gyémántot valaha. Azzal a diffamált gyűrűt, miután Noémi semmiképen sem engedte az ujjára felvonni, saját kisujjára húzta fel Tódor s evés-ivás közben mindig gondja volt rá, hogy azt a gyűrűs ujját magasan felemelve tartsa. Étvágya jó volt az ifjunak. Evés közben hosszat beszélt arról, hogy milyen szörnyű vállalat az a hajóépítés; elmondta, hány millió kubik fát fogyaszt el a gyár évenkint? Hogy a közelben már nincs olyan erdő, melyből hajóépítéshez alkalmas fát lehetne vágatni. Ide s tova Amerikából kell azt is hozatni. Csak Slavoniában kaphatni még. Végre jóllakott. Akkor aztán rátért a dolognak az érdemére. – No de már most, kedves édes jó Teréza mama, elmondom hát, hogy miért jöttem ide? Teréza gyanakodó aggálylyal tekinte Tódorra. – Most egyszerre boldoggá teszlek tégedet is, Noémit is, magamat is; s azonfelül Signore Scaramellinél egyszerre «felcsapom az égót». Hát hallgass csak ide! Multkor egy ízben Scaramelli úr azt mondja nekem: «Hallja ön, Krisztyán barátom, önnek el kell menni Braziliába». – Bár csak elmentél volna! sohajta Teréza asszony. Tódor megértette azt és mosolygott. – Mert tudod, onnan hozzák a hajóépítéshez legszükségesebb fákat, a macayást és murumurut, a miből a hajófenék készül; a paripout, meg a hatavouát, a mit az oldalpalánkokhoz használnak, a magrove-, a royoc, meg a gratgalfákat, a mik a vízben soha sem
rohadnak el, a «mort aux rats» fát, a minek a szagát a patkányok ki nem állhatják, a vasfát, a miből a kormányt készítik, s a sourgum- tree fát, a miből az evezőlapátok lesznek, a fernambuc fát, meg a manchinel fát, meg a sárkányvér fát, meg a casuár fát, meg az ördögkávé fát, aztán a teak fát, a santál fát, a mahagony fát, a mit a finom hajóbútorzathoz használnak, meg a cascarillát, a tacamahacát, a voladort, a mibe nem esik a szú, meg a maou fát, a mit nem fúrnak ki a teredo navalisok. – Hagyd el már kérlek, a sok bolond indus nevet! szakítá félbe Teréza asszony. Azt gondolod, hogy majd engem bolonddá teszesz, ha egy egész botanikai lajstromot elmondasz előttem, s majd én a sok fától nem látom meg az erdőt? Mondd el hát, hogy ha ilyen sok szép fa terem Braziliában, miért nem mentél oda? – Hja! Épen ez a felséges ötlet tőlem. Micsoda, mondék signore Scaramellinek; minek mennénk mi Braziliába, mikor az ott termő fáknál itt a mi közelünkben sokkal jobb fák találhatók? Tudok én egy szigetet a Duna közepén, a mi egy ősrengeteggel van benőve, ott vannak szebbnél szebb fák, a mik a délamerikaiakkal versenyeznek. – Gondoltam! dörmögött közbe Teréza. – A jegenyék tökéletesen pótolják a patavouát, a diófák levetik a nyeregből a mahagonit. S ilyenek százával vannak a mi szigetünkön. – Az én diófáim? – A cascarillánál sokkal jobb az almafa. – Hát az almafákról is gondoskodtál? – A szilvafák pedig a legjobb teakfával vetekednek. – S te ezeket mind kivágatod és eladod Scaramelli úrnak? szólt nyugodt hangon Teréza asszony. – Rengeteg pénzt fogunk érte kapni. Legalább tíz forintot minden fáért. Signore Scaramelli carte blanchet adott nekem. Szabadon
köthetem meg veled a szerződést; itt van a zsebemben készen, csak alá kell irnod, s gazdaggá vagyunk téve. S ha egyszer a sok haszontalan fa ki lesz innen pusztítva, akkor magunk úgy sem maradunk itten, elmegyünk Triesztbe lakni; ezt a szigetet pedig beültetjük mind prunus mahalebbel; tudod, abból készülnek azok a híres jószagú török meggyfapipaszárak. Annak mívelés sem kell, csak egy számtartót kell itten tartanunk, a ki a várnai kereskedőknek eladja az évenkint levágott meggyfapipaszárakat; és mi holdankint ötszáz aranyat fogunk bevenni meggyfapipaszárból: tíz holdtól ötezer aranyat. Timár nem állhatta meg, hogy ne mosolyogjon. Ilyen merész speculatióknak még ő sem hallotta hírét. – No hát mit mosolyog az úr? förmedt rá Tódor. Én értem a dolgot. Teréza felelt neki. – Én is értem. Valahányszor téged idehoz a balsors, olyan vagy nekem, mint a halálmadár: tudom, hogy valami kétségbeejtő terved van ellenem. Azt te tudod, hogy nekem pénzem nincs, nem is lesz soha. Jól van. Eddig azt tetted, hogy dereglyével jöttél, s a mit kettőnk számára megtakarítottam, azt elczipelted, eladtad. Odaadtam, az Isten áldjon meg érte. Most már nem éred be a gyümölcscsel, a miből gonoszabb dézmát szedesz tőlem, mintha török basa sarczolna meg; hanem magukat a fákat akarod a fejem fölül eladni. Az én kedves, egyedüli jó barátaimat, a miket magam ültettem, magam ápoltam, a mikből élek, a mik alatt nyugszom. Eredj, szégyeld magadat. Ilyen meséket mondani én nekem! Hogy te kincseket kapnál a fákért, a mikből valaki tengeri hajókat építtetne. Igen bizony, kivágatnád őket, hogy elprédáld potom árért a legközelebbi mészégetőnek, ez a te furfangos terved. Kit akarsz vele bolonddá tenni? Engem, te? Elmenj az ilyen ostoba tréfákkal, mert majd én is megtanítom neked, hogy mire jó még a török meggyfának a szára! – No no, Teréza mama, én nem tréfálok. Ok nélkül nem jöttem ide, azt gondolhatod. Gondold meg, hogy micsoda ünnepélyes nap
van ma? Ma van az én nevem napja. Ezen a napon született az én kedves kis Noémim. Tudod, hogy szegény megboldogult szülőink bennünket még hajdan eljegyeztek s azt hagyták meg, hogy mikor Noémi tizenhat esztendős lesz, akkor belőlünk egy pár legyen. Én eljöttem volna a világ végéről is e napra ti hozzátok. Itt vagyok, szivem egész forró hevével. Hanem a szerelmen kívül egyéb is kell az embernek. Nagy fizetésem van, az igaz, signore Scaramellinél; de azt kiadtam pompás butorzatra. Hát csak neked is kell valamit adnod Noémivel, hogy rangjához illően léphessen a világba. Csak kell menyasszonyi készlet neki is. Ezt joga van tőled követelni. Ő a te egyetlen leányod. Követelheti tőled, hogy őt kiházasítsd. Noémi haragosan ült le a szögletbe s hátat fordított az egész társaságnak, homlokát a falnak támasztva. – Igen! Te neked kell valamit adnod a Noémi számára. Ne légy oly önző. Nem bánom hát, tartsd meg fáid felét, de a másik felét add át nekem, majd azután az én gondom lesz, hogy kinek és hogyan tudom eladni. Add ide Noémi hozományául a diófákat, azoknak komolyan mondom, hogy van szilárd vevőjük. Teréza türelmének fogytára jutott. – Hallod-e Tódor; én nem tudom, hogy van-e neked neved napja ma, vagy nincs? hanem, hogy Noémi nem ezen a napon született, azt tudom… De még jobban tudom azt, hogy Noémi téged, ha egyedül volnál férfi a világon, még akkor sem választana férjeül. – Hahaha! Azt már csak bízzad te rám. Az már az én gondom. – Hát legyen a te gondod. Hanem már most igen röviden végzek veled. Én az én kedves gyönyörű diófáimat neked nem adom, ha mindjárt Nóé bárkáját kellene is azokból építeni. Egyetlenegy fát adhatok neked, s azt használhatod arra a czélra, a mit elébb-utóbb el fogsz érni; ma épen a neved napja van, ez jó nap hozzá. Erre a szóra Krisztyán Tódor felállt a székről, de nem azért, hogy elmenjen, hanem azért, hogy a széket keresztbe fordítsa s aztán úgy
üljön rá, mint a lóra, két könyökét a szék támlájára téve s kötekedő hetykeséggel nézve Teréza szemébe. – Nagyon kedves vagy hozzám, Teréza mama. Hanem jut-e eszedbe, hogy ha csak egy szót szólok… – Hát szólj. Ez előtt az úr előtt szólhatsz, ő már mindent tud. – Hogy ez a sziget nem a tied. – Igaz. – S nekem csak egy följelentésbe kerül akár Bécsben, akár Sztambulban. – Hogy minket koldusokká és földönfutókká tégy. – Igen is, azt tehetem! szólt most igazi arczát megmutatva Krisztyán Tódor és kapzsi villogó szemeivel Teréza arczába nézve, elővonta zsebéből a papirt, a minek túl felére egy szerződés kezdete volt irva, s odamutatott a másik oldalon levő keletre. És azt meg is fogom tenni, ha a neved ide nem irod rögtön. Én azt tehetem, és meg fogom tenni! Teréza reszketett. Ekkor Timár Mihály a kezével csöndesen megnyomta Tódor vállát. – Ön azt nem teheti, uram. – Mit? kérdezé az vadul hátravetve fejét. – Azt, hogy följelentse valahol e sziget létezését, és azt, hogy azt önkény elfoglalta valaki. – Miért ne tehetném? – Mert már följelentette valaki más. – Kicsoda? – Én jelentettem fel.
– Ön? kiálta fel Tódor, öklét Mihályra emelve. «Ön!» sikolta fel Teréza, két összekulcsolt kezét fájdalmasan feszítve feje fölé. – Igenis, én följelentém mind Bécsben, mind Sztambulban, hogy itt egy névtelen puszta sziget van az Osztrovai-sziget mellett, mely ötven év óta alakult! szólt Timár csendesen, szilárdan. És egyuttal fölkértem mind a bécsi mind a sztambuli kormányt, hogy e szigetet nekem kilenczven évre használatul engedjék által; a hűbériség elismeréseül a magyar kormánynak évenkint egy zsák dió, a sztambuli kormánynak egy doboz aszalt gyümölcs fizettetik. Most kaptam meg a pátenst és a fermánt mind a két helyről. Timár elővonta a zsebéből azt a két levelet, a miket bajai telepén kapott s a miknek úgy megörült. Mikor nagy urrá lett, gondja volt rá e szegény sorsüldözte családnak megszerezni a nyugalmat. Sok pénzébe került neki az a zsák diós és aszaltgyümölcsös bérlet. – Én pedig rögtön átirattam a legmagasabb engedélyek által nekem adott jogot e sziget mostani lakóira és telepítőire. Ime, itt a hivatalos átengedési okmány. Teréza csak úgy odaesett Mihály lábaihoz szótlanul. Csak zokogni tudott és kezeit csókolni a férfinak, ki az élő kárhozatból őt kiszabadítá, ki éjjeli, nappali kisértetét örökre elenyészteté. Noémi két kezét szivére szorítva tartá, mintha attól félne, hogy ha szája hallgat, a szive fog megszólalni. – Már most uram, Krisztyán Tódor úr, szólt Mihály, láthatja ön, hogy kilenczven esztendeig önnek ezen szigeten semmi keresni valója nincsen. Krisztyán Tódor a dühtől elsápadtan, tajtékzó ajkakkal rikácsolt fel: – De hát kicsoda ön? Mi joga van önnek magát ezen háznép ügyeibe beleártani?
– Az, hogy én őt szeretem! kiálta föl Noémi egész kitörő szenvedélylyel, s odaveté magát Mihály keblére és átfonta nyakát karjaival. Tódor nem szólt többet. Néma dühében megfenyegeté Timárt öklével, s ezzel kirohant a szobából. De néma tekintetében minden fenyegetés benne volt, a mi fegyver után nyúl és mérget kever. A leány pedig még azután is ott maradt Mihály kebléhez tapadva.
TARTALOM. ELSŐ KÖTET. A Vaskapu 1 A Szent Borbála és utasai 5 A fehér macska 17 A salto mortale egy mammuthtól 22 A szigorú vizsgálat 32 A «senki» szigete 40 Almira és Narcziszsza 50 Az éj hangjai 64 A szigetlakók története 74 Ali Csorbadzsi 88 Az élő alabástrom 94 A hajós-temetés 97 A nevetni való tréfa 102 A Szent Borbála végzete 106 A fogadott apa 113 A jó tanács 126 A vörös félhold 132 Az arany bánya 139 Leánytréfa 162 Ez is egy tréfa 180 A menyasszony-köntös 188 Timéa 206 Az alabástrom szobor menyegzője 224 A védördög 233 Tavaszvirány 246 A pók a rózsák között 265
Javítások. Az eredeti szöveg helyesírásán nem változtattunk. A nyomdai hibákat javítottuk. Ezek listája: 72 ember egeszen ember egészen 121 árverezési meghatalmazást, árverezési meghatalmazást. 136 előidézett. előidézett.» 266 gyöngéd godoskodással gyöngéd gondoskodással 268 Komáromba, Felkerestem Komáromba. Felkerestem
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Sustainability Utilizing Lean Six Sigma Techniques 1st Edition Tina Agustiady

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    Sustainability Utilizing LeanSix Sigma Techniques 1st Edition Tina Agustiady Digital Instant Download Author(s): Tina Agustiady, Adedeji B. Badiru ISBN(s): 9781466514256, 1466514256 Edition: 1 File Details: PDF, 15.07 MB Year: 2012 Language: english
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    Industrial Innovation Series SeriesEditor Adedeji B. Badiru Department of Systems and Engineering Management Air Force Institute of Technology (AFIT) – Dayton, Ohio PUBLISHED TITLES Carbon Footprint Analysis: Concepts, Methods, Implementation, and Case Studies, Matthew John Franchetti Computational Economic Analysis for Engineering and Industry, Adedeji B. Badiru & Olufemi A. Omitaomu Conveyors: Applications, Selection, and Integration, Patrick M. McGuire Global Engineering: Design, Decision Making, and Communication, Carlos Acosta, V. Jorge Leon, Charles Conrad, and Cesar O. Malave Handbook of Industrial Engineering Equations, Formulas, and Calculations, Adedeji B. Badiru & Olufemi A. Omitaomu Handbook of Industrial and Systems Engineering, Adedeji B. Badiru Handbook of Military Industrial Engineering, Adedeji B.Badiru & Marlin U. Thomas Industrial Control Systems: Mathematical and Statistical Models and Techniques, Adedeji B. Badiru, Oye Ibidapo-Obe, & Babatunde J. Ayeni Industrial Project Management: Concepts, Tools, and Techniques, Adedeji B. Badiru, Abidemi Badiru, & Adetokunboh Badiru Inventory Management: Non-Classical Views, Mohamad Y. Jaber Kansei Engineering - 2 volume set • Innovations of Kansei Engineering, Mitsuo Nagamachi & Anitawati Mohd Lokman • Kansei/Affective Engineering, Mitsuo Nagamachi Knowledge Discovery from Sensor Data, Auroop R. Ganguly, João Gama, Olufemi A. Omitaomu, Mohamed Medhat Gaber, & Ranga Raju Vatsavai Learning Curves: Theory, Models, and Applications, Mohamad Y. Jaber Modern Construction: Lean Project Delivery and Integrated Practices, Lincoln Harding Forbes & Syed M. Ahmed Moving from Project Management to Project Leadership: A Practical Guide to Leading Groups, R. Camper Bull Project Management: Systems, Principles, and Applications, Adedeji B. Badiru Quality Management in Construction Projects, Abdul Razzak Rumane Social Responsibility: Failure Mode Effects and Analysis, Holly Alison Duckworth & Rosemond Ann Moore Statistical Techniques for Project Control, Adedeji B. Badiru & Tina Agustiady STEP Project Management: Guide for Science, Technology, and Engineering Projects, Adedeji B. Badiru Sustainability: Utilizing Lean Six Sigma Techniques, Tina Agustiady & Adedeji Badiru Systems Thinking: Coping with 21st Century Problems, John Turner Boardman & Brian J. Sauser Techonomics: The Theory of Industrial Evolution, H. Lee Martin Triple C Model of Project Management: Communication, Cooperation, Coordination, Adedeji B. Badiru FORTHCOMING TITLES Essentials of Engineering Leadership and Innovation, Pamela McCauley-Bush & Lesia L. Crumpton-Young Project Management: Systems, Principles, and Applications, Adedeji B. Badiru Technology Transfer and Commercialization of Environmental Remediation Technology, Mark N. Goltz
  • 10.
    CRC Press isan imprint of the Taylor & Francis Group, an informa business SUSTAINABILITY Utilizing Lean Six Sigma Techniques Edited by Tina Agustiady Adedeji B. Badiru Boca Raton London New York
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    CRC Press Taylor &Francis Group 6000 Broken Sound Parkway NW, Suite 300 Boca Raton, FL 33487-2742 © 2013 by Taylor & Francis Group, LLC CRC Press is an imprint of Taylor & Francis Group, an Informa business No claim to original U.S. Government works Version Date: 20121105 International Standard Book Number-13: 978-1-4665-1425-6 (eBook - PDF) This book contains information obtained from authentic and highly regarded sources. Reasonable efforts have been made to publish reliable data and information, but the author and publisher cannot assume responsibility for the validity of all materials or the consequences of their use. The authors and publishers have attempted to trace the copyright holders of all material reproduced in this publication and apologize to copyright holders if permission to publish in this form has not been obtained. If any copyright material has not been acknowledged please write and let us know so we may rectify in any future reprint. Except as permitted under U.S. Copyright Law, no part of this book may be reprinted, reproduced, transmitted, or utilized in any form by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying, microfilming, and recording, or in any information stor- age or retrieval system, without written permission from the publishers. For permission to photocopy or use material electronically from this work, please access www.copy- right.com (http://www.copyright.com/) or contact the Copyright Clearance Center, Inc. (CCC), 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400. CCC is a not-for-profit organization that pro- vides licenses and registration for a variety of users. For organizations that have been granted a pho- tocopy license by the CCC, a separate system of payment has been arranged. Trademark Notice: Product or corporate names may be trademarks or registered trademarks, and are used only for identification and explanation without intent to infringe. Visit the Taylor & Francis Web site at http://www.taylorandfrancis.com and the CRC Press Web site at http://www.crcpress.com
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    To Andry andIswat, our mates of honor, for their continuing support.
  • 14.
    vii Contents Preface.................................................................................................................... xiii About theAuthors.................................................................................................xv 1 Global Issues in Sustainability....................................................................1 Transportation...................................................................................................3 Inventory............................................................................................................3 Motion................................................................................................................4 Waiting...............................................................................................................4 Overprocessing.................................................................................................4 Areas of Sustainability.....................................................................................6 What Happens Globally if We Are Not Sustainable?................................13 References........................................................................................................ 14 2 Systems View of Sustainability.................................................................15 What Is a System?...........................................................................................15 A Systems Engineering Framework.............................................................15 Definitions of Sustainability......................................................................... 16 The Many Languages of Sustainability..................................................19 What Is Sustainability?..............................................................................19 Resource Consciousness...........................................................................19 Foci of Sustainability......................................................................................20 Value Sustainability...................................................................................21 Using the Hierarchy of Needs for Sustainability.......................................21 Sustainability Matrix......................................................................................24 Social Change for Sustainability..................................................................25 Reference..........................................................................................................27 3 Lean and Waste Reduction..........................................................................29 How to Use Poka-­ Yokes..................................................................................38 References........................................................................................................41 4 Education and Sustainability......................................................................43 Strategic Role of Sustainability Education..................................................44 University–­ Industry Sustainability Partnership........................................46 Sustainability Clearinghouse........................................................................47 Center of Excellence for Sustainability........................................................48 The Role of Women in Achieving Sustainability.......................................48 Agriculture and Sustainability.....................................................................49 Evolution of Efficient Agriculture................................................................49 Emergence of Cities........................................................................................50
  • 15.
    viii Contents Human Resourcesfor Sustainability...........................................................50 The Role of Technology in Sustainability...................................................51 DEJI Model for Sustainability Assessment.................................................52 Foundation for Sustaining Sustainability...................................................53 References........................................................................................................54 5 Six Sigma for Sustainability.......................................................................55 Project Charter................................................................................................58 SIPOC...............................................................................................................58 Kano Model.....................................................................................................62 CTQ...................................................................................................................63 Affinity Diagram............................................................................................64 Measurement Systems Analysis...................................................................66 Gauge R&R..................................................................................................66 Variation...........................................................................................................69 Process Capabilities........................................................................................72 Capable Process (Cp)..................................................................................72 Capability Index (Cpk)................................................................................73 Possible Applications of the Process Capability Index......................... 74 Potential Abuse of Cp and Cpk..................................................................75 Graphical Analysis.........................................................................................79 Process Mapping.............................................................................................80 Cause-­and-­Effect Diagram............................................................................80 Failure Mode and Effect Analysis (FMEA).................................................82 Hypothesis Testing.........................................................................................83 ANOVA............................................................................................................86 Correlation.......................................................................................................87 Simple Linear Regression..............................................................................88 Correlations: Trial 1, Time.........................................................................89 Analysis of Variance..................................................................................90 Unusual Observations...............................................................................90 Hypothesis Testing....................................................................................91 Conclusion...................................................................................................91 Theory of Constraints....................................................................................93 Single-­ Minute Exchange of Die (SMED)......................................................94 Description of Stage 1—Separate Internal vs. External Setup............97 Checklists...............................................................................................97 Function Checks....................................................................................99 Improved Transport of Parts and Tools.............................................99 Description of Stage 2—Convert Internal Setups to External Setups...........................................................................................................99 I. Advance Preparation of Conditions................................................99 II. Function Standardization................................................................99 III. Implementing Function Standardization with Two Steps........99
  • 16.
    ix Contents Description of Stage3—Streamline All Aspects of the Setup Operation..................................................................................................100 Ask Questions......................................................................................100 Improving Storage and Transport.................................................... 101 Streamlining Internal Setup.............................................................. 101 Implementing Parallel Operations................................................... 101 TPM—Total Productive Maintenance........................................................ 101 Design for Six Sigma.................................................................................... 104 Quality Function Deployment............................................................... 105 Design of Experiments............................................................................ 105 Control Charts............................................................................................... 109 X-­ Bar and Range Charts......................................................................... 109 Attribute Data Formulas......................................................................... 112 Example................................................................................................ 113 Control Plans................................................................................................. 114 References...................................................................................................... 117 6 Technology Transfer for Sustainability.................................................. 119 Definition and Characteristics of Technology.......................................... 119 Technology Assessment...............................................................................122 Sustainability Technology Transfer Modes..............................................125 Sustainability Changeover Strategies........................................................127 Post-­Implementation Evaluation.................................................................127 Technology Systems Integration.................................................................128 Sustainability Performance Evaluation.....................................................128 Sustainability Schedule Problems.........................................................129 Sustainability Performance Problems...................................................129 Sustainability Cost Problems.................................................................129 Sustainability Planning...........................................................................129 Technology Overview.............................................................................130 Technology Goal......................................................................................130 Strategic Planning....................................................................................130 Sustainability Policy................................................................................130 Sustainability Technology Procedures.................................................130 Sustainability Resources......................................................................... 131 Sustainability Technology Budget......................................................... 131 Sustainability Operating Characteristics............................................. 131 Sustainability Cost/­ Benefit Analysis.................................................... 131 Technology Performance Measures...................................................... 131 Sustainability Technology Organization.............................................. 132 Sustainability Work Breakdown Structure.......................................... 132 Potential Technology Problems.............................................................. 132 Sustainability Technology Acquisition Process.................................. 132 Reference........................................................................................................133
  • 17.
    x Contents 7 Samplingand Estimation for Sustainability.........................................135 Statistical Sampling......................................................................................135 Sampling Techniques...................................................................................135 Sample.......................................................................................................136 Systematic Sampling....................................................................................136 Stratified Sampling....................................................................................... 137 Errors in Sampling........................................................................................ 137 Sampling Error......................................................................................... 139 Nonsampling Error.................................................................................. 139 Sampling Bias........................................................................................... 139 Stratified Sampling.................................................................................. 139 Cluster Sampling...................................................................................... 140 Measurement Scales..................................................................................... 141 Data Determination and Collection........................................................... 143 Point Estimates......................................................................................... 146 Unbiased Estimators................................................................................ 146 Interval Estimates.................................................................................... 147 Data Analysis and Presentation................................................................. 148 Raw Data................................................................................................... 148 Total Revenue...........................................................................................150 Average Revenue......................................................................................150 Median Revenue.......................................................................................153 Quartiles and Percentiles........................................................................153 The Mode..............................................................................................155 Range of Revenue.....................................................................................155 Average Deviation....................................................................................155 Sample Variance.......................................................................................156 Standard Deviation..................................................................................158 Calculation Example................................................................................ 159 Diagnostic Tools....................................................................................... 160 Flowcharts............................................................................................ 162 Pareto Diagram.................................................................................... 162 Scatter Plots.......................................................................................... 163 Run Charts and Check Sheets........................................................... 163 Histogram............................................................................................. 163 Calculations under the Normal Curve......................................................164 8 Managing Sustainability Projects........................................................... 169 Why Projects Fail..........................................................................................172 Management by Project............................................................................... 173 Integrated Project Implementation............................................................. 175 Critical Factors for Project Success............................................................. 176 Project Management Body of Knowledge.................................................177 Components of the Knowledge Areas.................................................. 178 Step-­by-­Step and Component-­by-­Component Implementation....... 179
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    xi Contents Project Systems Structure............................................................................182 Problem Identification............................................................................. 182 Project Definition.....................................................................................183 Project Planning.......................................................................................183 Project Organizing...................................................................................183 Resource Allocation.................................................................................183 Project Scheduling...................................................................................184 Project Tracking and Reporting.............................................................184 Project Control..........................................................................................184 Project Termination................................................................................. 185 Project Systems Implementation Outline.................................................. 185 Planning.................................................................................................... 185 Organizing................................................................................................ 186 Scheduling (Resource Allocation)......................................................... 187 Control (Tracking, Reporting, and Correction)................................... 187 Termination (Close, Phaseout)............................................................... 188 Documentation......................................................................................... 188 Sustainability Communication.............................................................. 188 Sustainability Cooperation..................................................................... 189 Sustainability Coordination................................................................... 189 Project Decision Analysis............................................................................190 Step 1: Problem Statement.......................................................................190 Step 2: Data and Information Requirements....................................... 191 Step 3: Performance Measure................................................................. 191 Step 4: Decision Model............................................................................ 192 Step 5: Making the Decision................................................................... 193 Step 6: Implementing the Decision........................................................ 193 Systems Group Decision-Making Models................................................. 193 Brainstorming........................................................................................... 195 Delphi Method......................................................................................... 195 Nominal Group Technique..................................................................... 197 Interviews, Surveys, and Questionnaires............................................. 198 Multivote...................................................................................................199 Hierarchy of Project Control.......................................................................200 Reference........................................................................................................206 Appendix A: Cumulative Normal Probability Tables (Z-Values).............207 Appendix B: Six Sigma Glossary..................................................................... 211
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    xiii Preface This book presentsthe application of Six Sigma methodology as a viable path for achieving the goals of sustainability. Sustainability is a tool that helps com- panies gain true benefits from their improvements. Many companies make improvements but cannot keep the results successful. Tools such as Lean Six Sigma will help sustain results by using process-­focused decisions. Examples of manufacturing improvements occur when companies implement 5S for organization before events but then end up getting disorganized just weeks after they have passed. These tools will help sustain the results while being competitive in this ever-­ changing economy. Manufacturing companies are working endlessly to make improvements, which are hard to implement and even harder to sustain. It is important to sustain best practices in order to not go back to the old ways of doing things and to be competitive in today’s market. Implementation of sustainability is only successful with the proper tools and management. The Lean and Six Sigma tools available can make sustaining results easier and process and business results more focused. The major features of the book include sustainability and metrics, Lean manufacturing, Six Sigma tools, sustainability project management, sustainability modeling, sustain- able manufacturing and operations, decision making, and sustainability logistics. A key benefit of the book is that it will guide readers on how to sustain results from high-­ quality improvements to make organizations com- petitive and first-in-class in their respective lines of business. Benefits are always needed in companies for them to be successful and profitable. While continuous improvement techniques are sought after, the implementation of the techniques becomes difficult and challenging to sustain. The proper tools are the key to making the decisions and having successful results. Sustainability requires project management and accountability along with matrices to understand the order of events. To sustain results, simply relying on an individual or one particular database or tool is just not enough. True statistical techniques need to be implemented to help make each industry the best at what it does. Lean and Six Sigma are important tools that are here to stay. The tools are not only statistics but also show data-­ driven decisions and will implement results based on facts. Without utilizing these tools and leading this change, companies will become less and less marketable and profitable. Companies need sustainability utilizing Lean and Six Sigma tech- niques to be the best they can be. Tina Agustiady Adedeji B. Badiru
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    xv About the Authors TinaAgustiady is a certified Six Sigma Master Black Belt and Continuous Improvement Leader at BASF. Agustiady serves as a strategic change agent, infus- ing the use of Lean Six Sigma throughout the organization as a key member of the site leadership team. She improves cost, quality, and delivery at BASF through her use of Lean and Six Sigma tools while demonstrating improvements through a simplification process. Agustiady has led many Kaizen, 5s, and root cause analy- sis events throughout her career in the healthcare, food, and chemical industries. She has conducted training and improve- ment programs using Six Sigma for the baking industry at Dawn Foods. Prior to working at Dawn Foods, she worked at Nestlé Prepared Foods as a Six Sigma product and process design spe- cialist responsible for driving optimum fit of product design and current manufacturing process capability and reducing total manufacturing cost and consumer complaints. Agustiady received a BS in industrial and manufacturing systems engi- neering from Ohio University. She earned her Black Belt and Master Black Belt certifications at Clemson University. Agustiady is also the Institute of Industrial Engineers (IIE) Lean Division board director and chairperson for IIE annual conferences and Lean Six Sigma conferences. She is an editor for the International Journal of Six Sigma and Competitive Advantage. Agustiady is an instructor who facilitates and certifies students for Lean and Six Sigma for IIE and Six Sigma Digest. She is also the coauthor for Statistical Techniques for Project Control (published in January 2012) and Communication for Continuous Improvement Projects (to be published in May 2013).
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    xvi About theAuthors Adedeji B. Badiru is the head of systems and engineering management at the Air Force Institute of Technology. He was previously the department head of indus- trial and information engineering at the University of Tennessee in Knoxville and formerly a professor of industrial engi- neeringandthedeanofUniversityCollege at the University of Oklahoma. Dr. Badiru is a registered professional engineer (PE). He is a fellow of the Institute of Industrial Engineers and a Fellow of the Nigerian Academy of Engineering. He holds a BS in industrial engineering, an MS in math- ematics, an MS in industrial engineering from Tennessee Technological University, and a PhD in industrial engineering from the University of Central Florida. His areas of interest include mathematical modeling, project modeling and analysis, economic analysis, systems engineering, and productivity analy- sis and improvement. Dr. Badiru is the author of several books and techni- cal journal articles. He is the editor of the Handbook of Industrial and Systems Engineering and coeditor of the Handbook of Military Industrial Engineering. He is a member of several professional associations, including the Institute of Industrial Engineers (IIE), the Institute of Electrical and Electronics Engineers (IEEE), the Society of Manufacturing Engineers (SME), the Institute for Operations Research and Management Science (INFORMS), the American Society for Engineering Education (ASEE), the American Society for Engineering Management (ASEM), the New York Academy of Science (NYAS), and the Project Management Institute (PMI). He has served as a consultant to several organizations around the world, including Russia, Mexico, Taiwan, Nigeria, and Ghana. He has conducted customized train- ing workshops for numerous organizations, including Sony, AT&T, Seagate Technology, the U.S. Air Force, Oklahoma Gas & Electric, Oklahoma Asphalt Pavement Association, Hitachi, Nigeria National Petroleum Corporation, and ExxonMobil. Dr. Badiru has won several awards for his teaching, research, publications, administration, and professional accomplishments.
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    1 1 Global Issues inSustainability Sustainability—The human preservation of the environment, whether economically or socially through responsibility, management of resources, and maintenance utilizing support. Being sustainable in manufacturing and any financial institution only increasessalesandprofitabilitybyreducingcosts.Doingitiseasyandinvolves awareness and education, policies and programs, and strategic planning. Critical thinking by using Safety and Practicality techniques can trans- form our communities and global environments while moving into the next centuries. Sustainability is based on survival and well-­ being, which revolves around commonsense principles. Understanding our environment and establishing better practices utilizing continuous improvement princi- ples will help us economically and help the generations to come. The topic sounds overwhelming, but utilizing Lean Six Sigma principles will make it a universal way of improving our lives. When determining what to do to be sustainable, four main concepts should be sought after: • Economical • Personal • Societal • Environmental Economical terms are related to profitability in the economy. Personal means of sustainability are the effects that are subjected to an individual. Societal concepts deal with informal social gatherings of groups organized by some- thing in common. Finally, the environment is the setting, surroundings, or conditions in which living objects operate. These four concepts unite for sus- tainability because of the parallel relationship they have to one another. The basic questions should be asked first: • What needs to be done? • What can be done? • What will be done? • Who will do it? • When will it be done?
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    2 Sustainability: UtilizingLean Six Sigma Techniques • Where will it be done? • How will it be done? The aspects that are critical to sustainability are the most basic ones. These include the environment, natural resources, energy, air, water, and the proper use of them, and finally the understanding of physics, chemistry, biology, and geology. As humans, we must be economical so that none of these resources become scarce, and human growth maintains predominance. Many may ask, “Why should I protect my environment, and why should I be economical?” The answer is simple: It is for well-­ being. This well-­ being can be of an individual, resources, work, proper living manners, and pure satisfaction. Without being sustainable, our environment will suffer from aspects such as pollution, not having enough renewable resources especially essential ones, and livelihoods. The same aspects that are thought about in everyday life for our own well-­ beings should be thought about for work purposes as well. Emissions are powerful, and companies must reduce them to be successful. Some compa- nies are mandated to only pollute a certain percentage into the environment. Recall that being sustainable in manufacturing only increases sales and profitability by reducing costs. The quality of products is always increased when sustainability is built in. Sustainability also means predictability or doing the same right thing every time. When costs are cut, quality should not be altered or the increase in sales will decrease drastically. The processes behind the quality are the most critical ones to be sustainable. It should be sought after to have value-­ added tasks with quality products. When cus- tomers see that sustainability is not being met, they will go elsewhere. This also happens when the customers have expectations and are surprised with the product each different time they purchase the product. One time the product met their expectations, so the customers came back. Every time they receive a different product than they expect, the customers get disappointed and turn to a different supplier for their product. Not only do the custom- ers go elsewhere, but they complain to their friends and family about their dis­ satisfaction. Their friends and family now complain to other friends and family about the story they heard, and the company loses sales—hence prof- itability—by sacrificing their quality. The main global issue in companies is the wastes they incur. The eight main wastes are the following: Transportation Inventory Motion Waiting Overprocessing Overproduction
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    3 Global Issues inSustainability Defects/­rework Underutilization of employees Each of the categories is discussed below. Transportation Materials or parts transferred within the facility should be minimized in the most strategic manner possible. If a part is coming from shipping and going to manufacturing, the shipping dock must be as close to the manufacturing dock as possible. When each part is utilized, the parts being put in the prod- uct should all be in similar vicinities so there is no waste in transporting the parts back and forth. Also, when the part is completed with its assembly or manufacturing, the packaging area and storage area should be close by or an ease of transportation must occur to limit this type of waste. Inventory Inventory should always be looked at as dollar signs on the shelves of where the inventory sits. The raw materials, in-­ process items, and finished goods are not value-­ added items when just sitting in a location. Just-­ in-­ time (JIT) methodologies should be used to reduce having excess inventory. JIT is a value-­ streaming methodology created by Taiichi Ohno at Toyota in the 1950s. The production and delivery of proper items and proper times is the philosophy for JIT to be successful. Upstream activities must occur before downstream activities, aiming for single-­ piece flow. Flow, pull, standard work, and Takt are the key elements. Changeovers need to be minimized in order for upstream manufacturing processes to have minimal parts until the downstream manufacturing process is ready. This prevents accumulation of excess stock. Scheduling must be effective and consistent for this process to be maintained. Overextending production will also cause inventory issues. Demand of customers needs to be measured before producing. Flow is looked at to enhance efficiency. Value-­added tasks should be looked for even when difficult to analyze. Many employees find tasks such as clean- ing to be value added when in fact they are not. The only tasks that add value are the tasks that the customer would be willing to pay for. The focus should be on the end product and what the customer wants. If the customer is buy- ing a chocolate cake with chocolate frosting, they only want to pay for this
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    4 Sustainability: UtilizingLean Six Sigma Techniques cake. They do not want to pay for the changeover between strawberry and chocolate that has to occur before they get their chocolate cake. Standardized work, also known as standard operating procedure (SOP), consists of a definitive set of work procedures with all tasks organized optimally to meet customer needs. Standardization of the process and the activities allow for consistent times and completion of entire processes by all employees at all times and all circumstances. Correct locations of materials, parts, equipment, and so on, also help flow of materials and processes. 5S is a key tool used when determining flow. 5S will be discussed further in the book. Motion Any wasted time performing any activity is considered a waste of motion. The topic is similar to what was discussed earlier. The customer only wants to pay for value-­ added tasks. The customer does not want to pay excess labor fees, which are inherent when an employee is unorganized and looking for materials. Any type of wasted motion such as double-­ handling ingredients, walking further than needed, and stacking multiple times are considered wastes of motion. Waiting When any person is waiting for tools, materials, equipment, or other person- nel, they are being non-­ value-­ added. JIT should again be used, yet this time with people as the driving factor. The next step in the process should come just in time for the next person to be able to act on that process without wait time occurring. If wait time is built into the process, there is excess time built into the process. Overprocessing A question many people ask when doing tasks is, “Why do you do it that way?” The common answer is, “That’s how we have always done it,” or “That’s what the procedure says.” What should be thought about is if the process has too much work built into it. If a process requires 5 minutes of
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    5 Global Issues inSustainability stirring, it should be asked if the materials would be the exact same after 3 minutes of stirring. Minimizing excess processing saves time and elimi- nates waste while increasing efficiency and productivity. This type of think- ing requires “thinking outside of the box.” The strategy for utility cost reduction is the following: • Utility Cost = Utility Usage × Utility Price • Electricity $/Year = kWh/­ Year × $/kWh • Natural Gas $/Year = Cu. Ft./Year × $/Cu. Ft. • Water $/Year = Gallons/­ Year × $/Gallon Simply put, utility cost reductions are the product of utility usage reduc- tions and utility price reductions. Focusing entirely on usage reductions or entirely on price reductions is not a well-­ balanced strategy. To correctly estimate utility usage and cost savings, two estimates must be prepared. Annual utility usage savings and cost savings are the differ- ence between the “before” usage/­ cost estimate and the “after” usage/­ cost estimate: • Annual “Before-­ Retrofit” Utility Usage/­ Cost – Annual “After-­ Retrofit” Utility Usage/­ Cost = Annual Utility Usage/­ Cost Savings Because this is a multifactor analysis (e.g., before and after levels of equip- ment loading/­ efficiency/­ demand, before and after annual hours of opera- tion, before and after utility prices), there are lots of opportunities for errors. Thus, the uncertainty of the utility usage and cost reduction estimates must be taken into account. The conservative approach is to discount the estimates by the associated level of uncertainty. The following are utility cost reduction measures and focuses for sustainability: 1. Efficient operation and effective maintenance of utility-­ consuming equipment 2. Competitive procurement of utilities 3. Cost-­ effective expense improvements 4. Cost-­ effective capital projects and retrofits 5. Efficient design of new buildings and plant expansions The following are examples through simple means of sustainability: • Computers, radios, and stereo systems should be turned off when not in use and unplugged when possible. • Utilize programmable thermostats to save up to 20% annually.
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    6 Sustainability: UtilizingLean Six Sigma Techniques • Turn off electricity in rooms not being utilized—Think about freez- ers in factories that are not being used. • Focus on: • Electricity—#1 source of resource consumption • Natural gas—#2 source of resource consumption • Water/­ sewer—#3 source of resource consumption Utility costs are one of the largest categories in the annual expense bud- get for facilities and maintenance organizations. Unlike property taxes and depreciation costs, utility costs can be readily reduced. Preventative maintenance is 67% to 75% less expensive than repair-­ upon-­ failure, so it’s a measure that reduces net expenses concurrent with imple- mentation. Preventative maintenance need not be applied wholesale—it can be implemented in stages and/­ or for selected categories of assets. The eight best practices for improved energy efficiency are the following: 1. Increase the efficiency of all motors and motor-­ driven systems 2. Improve building lighting 3. Upgrade heating, ventilating and cooling systems 4. Capture the benefits of utility competition 5. Empower your employees to do more 6. Use water-­ reduction equipment and practices 7. Explore energy savings through increased use of the Internet 8. Implement comprehensive facility energy and environmental management The next topic discusses the areas of sustainability with particular aspects. Areas of Sustainability When discussing the different areas of sustainability, particular aspects come to mind. Sustaining the environment is first and foremost, but we need to understand what is included in the environmental aspects. The most com- mon ways to sustain the environment is through energy, water, and agricul- tural conservation. To do this, we must be well educated in sustainability for it to be implemented and have lasting results. First off, we need to understand energy consumption. Energy is defined as the capacity of a physical system to perform work through heat, kinetics, mechanical systems, light, or electrical means.
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    7 Global Issues inSustainability The beginning process of saving energy comes from simple means such as turning off lights and any sources that provide power. Computers, radios, stereo systems, and so on, should be not only turned off when not in use but also unplugged when possible. Surge protectors are good ways of being able to ease into this process. Multiple items can be plugged into the surge protec- tor and the switch can simply be turned off when not in use. Many thermostats are programmable now so that the air-­ conditioning or heat can be turned to a lower/­ higher temperature when you are off at work or elsewhere. The trick to a programmable thermostat is that it gradu- ally gets back to the temperature of normal operating conditions when you reenter the home. These savings can be up to 20% annually if utilized prop- erly. Another great way to save energy in your home is to close any vents to rooms that are underutilized. The extra heat or air will come into the other rooms, saving costs again. Weatherproofing windows with weather strips or plastic insulation will also help prevent drafts or leaks. Curtains can also help with this process and insulated curtains are currently available to keep in heat or air. Simply insulating homes can protect excess heat or air costs and has a quick payback of normally less than one year. Microwaves or small toaster ovens use much less energy than stoves or ovens. These should be used when cooking or defrosting small amounts of food. Keeping the cold energy in the refrigerator is important because of the amount of energy it uses. Therefore closing the fridge as soon as possible is very important. Some fridges come with energy savings signals such as beeps to warn you if the fridge has been open for longer than the allotted time. Remember that old fridges also account for a large amount of energy. Batteries also take up energy that can be saved by turning off any toys, games, and so on. Rechargeable batteries can save energy and also reduce the toxins of the dangerous heavy metals that are emitted from batteries when thrown away. Batteries should only be disposed in toxic waste disposals. Water is the next critical area where sustainability is considered. The basics of turning off water whenever possible are the key to the savings. Most cities use the most amount of energy supplying water and cleaning up the water after it has been used. Turning off water when brushing teeth or when wash- ing dishes are simple ideas. Taking shorter showers is another way to save on the use of hot water. Hot water heaters account for almost ¼ of the home’s energy usage. Surprisingly, dishwashers save up to 40% more water than hand-­ washing dishes as well! If hand washing is a necessity, the best way to save is to fill up one side of the sink with clean soapy water and rinsing on the other side. Using your own energy versus power sources will help in energy savings as well. Examples such as using rakes versus leaf blowers or push mowers versus gas mowers not only save energy but also help your own well-­ being! Anything that can be thrown away should be thought about before pur- chasing. Think about disposable products such as plastic cups, plastic bags,
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    8 Sustainability: UtilizingLean Six Sigma Techniques napkins, and paper plates. Whenever a reusable source can be used, it should. Cloth napkins can cut down on the overuse of paper napkins. Also, the plas- tic bags given at grocery stores normally end up in the trash. Consider taking your own bags with you and reusing them. Newspapers should always be recycled; 36 million trees a year could be saved if everyone recycled their newspaper every day. If these simple things can be done quickly and efficiently in one’s home, think about the benefits in a corporation for these savings. The benefits can have major savings and the paybacks for buying energy-­efficient bulbs, surge protectors, automated light sensors, and so on, will be immediate. The beginning programs for these sustainability acts are simple. They con- sist of the following: • Awareness • Energy-­efficient coding • Communications programs • Green schools and offices programs • Energy alliances programs • Industrial programs • Policy and research programs • Water savings acts • Commercial buildings consortiums Awareness begins with education. Public awareness, training, and classroom activities will help the society move toward sustainable actions for the environ- ment. Attainability becomes an argument when discussing sustainability. The lack of agreement behind these acts should be followed up with facts behind sustainability and will inform others of truths behind the matter. Instead of focusing on what is wrong with our society and how difficult it is to main- tain these sustainable measures, we should begin with the quick fixes and how simple ideas can help the environment. If each person starts doing just a small part, the effects can be immense. The small measures will then lead to much larger projects, but the effort has to begin somewhere. The big differ- ences between the reality of being sustainable as a culture and the education behind being sustainable should be known. Education will lead the environ- ment from being protected in small pieces while slowly investing in the ideas. Education will affect three main areas of planning: • Implementation • Decision making • Quality of life Without educating the workforce to keep them informed, the implementation of sustainability cannot be founded. Highly illiterate forces have a difficult time
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    9 Global Issues inSustainability with developmental plans and actions. Instead these types of areas and people will have to buy forms of energy and goods, spending a great deal of money. Decision making is important because without factual and motivational information, decisions cannot be made. Development options with educa- tional topics will help people be skilled and technical and will also lead the act of persuasion. The persuasion is simple due to having educational infor- mation that leads to a better society because the facts protect the environ- ment and social structure. Finally, the quality of life is important to each individual person. The learning of these practices leads to higher economic statuses, improvement of life conditions, and the future of coming generations. The quality of life helps both individuals and national geography. Sustainable development plays a key role during this educational phase. The concept behind sustainable development is still evolving. The definition of sustainable development is the concept of needs mostly from the idea of limitations imposed by society and technology to prevent the environment from meeting present and future needs. The Brundtland Commission is to be credited for the original description of sustainable development. They stated, “Sustainable development is development that meets the needs of the present without compromising the ability of future generations to meet their own needs.” This concept is thought to have three main components: • Environment • Society • Economy These acts need to all be combined and not seen separately. The thought is to have a balance of all of these to have a healthy environment with proper resources for its citizens in the cleanliest manner possible. Remember that the environment is the setting, surroundings, or condi- tions in which living objects operate. Society is the collective number of people living together in a particular region with the same customs, laws, or organizations. The economy is the prosperity, possessions, and resources of a country or region in terms of production and consumption of goods and services. They can all be tied together because they depend on each other. Many principles are tied in with sustainable development. The defini- tions have been established from The Rio Declaration on Environment and Development and the 18 points are listed below: • People are entitled to a healthy and productive life in harmony with nature. • Development today must not undermine the development and envi- ronment needs of present and future generations.
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    10 Sustainability: UtilizingLean Six Sigma Techniques • Nations have the sovereign right to exploit their own resources, but without causing environmental damage beyond their borders. • Nations shall develop international laws to provide compensation for damage that activities under their control cause to areas beyond their borders. • Nations shall use the precautionary approach to protect the envi- ronment. Where there are threats of serious or irreversible damage, scientific uncertainty shall not be used to postpone cost-­ effective measures to prevent environmental degradation. • In order to achieve sustainable development, environmental pro- tection shall constitute an integral part of the development process, and cannot be considered in isolation from it. Eradicating poverty and reducing disparities in living standards in different parts of the world are essential to achieve sustainable development and meet the needs of the majority of people. • Nations shall cooperate to conserve, protect, and restore the health and integrity of the Earth’s ecosystem. The developed countries acknowledge the responsibility that they bear in the international pursuit of sustainable development in view of the pressures their societies place on the global environment and of the technologies and financial resources they command. • Nations should reduce and eliminate unsustainable patterns of produc- tion and consumption, and promote appropriate demographic policies. • Environmental issues are best handled with the participation of all concerned citizens. Nations shall facilitate and encourage public awareness and participation by making environmental information widely available. • Nations shall enact effective environmental laws, and develop national law regarding liability for the victims of pollution and other environmental damage. Where they have authority, nations shall assess the environmental impact of proposed activities that are likely to have a significant adverse impact. • Nations should cooperate to promote an open international eco- nomic system that will lead to economic growth and sustainable development in all countries. Environmental policies should not be used as an unjustifiable means of restricting international trade. • The polluter should, in principle, bear the cost of pollution. • Nations shall warn one another of natural disasters or activities that may have harmful transboundary impacts. • Sustainable development requires better scientific understanding of the problems. Nations should share knowledge and innovative tech- nologies to achieve the goal of sustainability.
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    11 Global Issues inSustainability • Thefullparticipationofwomenisessentialtoachievesustainabledevel- opment. The creativity, ideals, and courage of youth and the knowledge of indigenous people are needed too. Nations should recognize and support the identity, culture, and interests of indigenous people. • Warfare is inherently destructive of sustainable development, and nations shall respect international laws protecting the environ- ment in times of armed conflict, and shall cooperate in their fur- ther establishment. • Peace, development, and environmental protection are interdepen- dent and indivisible. These “Rio Principles” are clear parameters for the vision of the future of the world in order to be developmentally sustainable with specific abstracts of factual concepts. Energy-­ efficient coding comprises the codes that set minimum require- ments for energy-­ efficient design and construction for new and renovated buildings that impact energy usage. The objective is to have consistent and long-­ lasting results for energy savings. The benefits will help the environ- ment both tangibly and intangibly. The reduction in energy helps the pollu- tion concept by reducing environmental pollutions. There are direct savings and financial benefits due to a decrease in energy consumption and an increase in energy-­ efficient technologies, which will also lead to economic opportunities for the businesses. Once a building is already constructed, it is difficult to achieve the energy efficiencies without retrofitting the building. Since buildings stay up for decades, the energy coding should be done at the beginning stages for maximum benefits. Contemporary energy codes can save up to 330 trillion BTUs by 2030, which is almost 2% of total current residential energy consumption. The states can take the lead in the energy-­ saving initiatives by mandating energy coding in new or retrofitted buildings (data from the U.S. Department of Energy). Communications programs for sustainability include basic marketing techniques. Commercials, T-­ shirts promoting energy-­ saving activities, and mobile media are the most common ways to spread the word. Programs include seminars to raise awareness and scholarship grants to reward stu- dents with bright ideas. Finally donations help the sustainable efforts for the communications plans for the future. Green schools and offices programs comprise of many communities that take initiatives to have only green products. The communication of where and what to get to be green is communicated via directories and online sources. Green schools and offices programs give hazardous material warn- ings of items such as PVC plastic and give the benefits of recycling programs. These programs are meant to show the community their commitment in the matter by safeguarding health, saving money, raising test scores through better air quality and environments, and empowering kids.
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    12 Sustainability: UtilizingLean Six Sigma Techniques Energy alliance programs give tips and resources for making energy effi- ciency easy and affordable. There are many community-­ based nonprofit organizations that provide property owners with information on what to do, who to call, how to pay for resources, and what the proper tactics are for energy savings. Programs such as these are not associated with any politi- cal parties and are solely performed for better environments. The programs have also begun to involve renters, contractors, and business partners. Industrial programs perform similar techniques for energy savings by having steering committees to gain executive buy-­ in from the beginning and create sustainable goals and establishments with measurable results. Industrial programs involve best practices by exploring company moti- vations for the program that have had successive results. The marketing research is a key aspect to the successes for industrial programs. The goal of industrial programs is to have clean air and transportation, upcoming tech- nology, corporate sustainability, and a means for building efficiency sectors. Policy and research programs involve sustainable science programs by advancing science through awareness of human-­ environment systems. The knowledge behind the policies increases the ease of implementation by hav- ing data-­driven results for the changes to be implemented. The promotion for sustainability includes concepts to increase knowledge, train students and faculty, and provide continuous education through teaching and outreach. There are several water savings acts that involve goals for reduction in urban water usage by 20% in 8 to 10 years. Incremental changes are to be taken with a goal of having at least 10% of savings in the next 5 years. Water management plans encompass giving deliverables on the amount of water usage acceptable through technical methodologies with strict criteria. The water savings act has a goal to not approve any retail water suppliers for any grants or loans if their water conservation requirements are not met. There are plans for an adoptive pricing structure for water by basing it on parts or quantities delivered. Efficient management strategies are to be encompassed in this water savings act. Commercial buildings consortiums are developed by the U.S. Department of Energy to gain building asset rating systems that can be built for new and existing commercial buildings to provide information to the stakehold- ers. The concept is due to the loss of heating and cooling by up to 30% from commercial buildings through the poor use or insulation of doors, win- dows, curtains, and skylights, which is also known as fenestration. The goal behind commercial building consortiums is to have all building sectors in the United States utilize zero energy through the implementation of aggres- sive energy savings mechanisms to reduce demand of energy by 70 to 80% while still maintaining energy requirements through renewable resources. These different areas of sustainability help benchmark the future use of energy by primarily using the domination of communication, knowledge, and education as a means of securing the well-­ being of future generations.
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    13 Global Issues inSustainability What Happens Globally if We Are Not Sustainable? According to the U.S. Census, there are approximately 312 million people in the United States and approximately 6.9 billion people in the world. With this many people, there is a fear of running out of natural resources, espe- cially energy. Renewable sources of energy are needed to be sustainable. Ultimately any living organism requires energy, and if all living organisms utilize energy without reproducing it in some way, ultimately the energy will run out. Revitalizing all forms of energy must be accomplished to be sustainable. This means reorganizing, restoring, and differentiating. If we continue to use resources without reinvesting, all energy will be lost and there will be no hope for future generations. Social beings working together can help current and future generations by sustaining positive relationships through education and understanding of laws and practices. Locally pur- chasing ingredients and goods also helps the environment so there are no monopolies. Monopolies are defined as one company or industry control- ling the services or goods provided. With the concept of monopoly, no other beings are given a chance to be held socially responsible. The consequences include not having hope for future generations to be successful because no bartering can be done from one business or organization to another. Overconsumption can come from pressures of being known as successful or prestigious. However, having the best cars, homes, and things will lead to holding others at a pace they cannot keep up with. According to “The Story of Stuff” (2007), we have consumed 30% of Earth’s natural resources in the past 30 years. Only a few of these resources can be replenished. Only 20% of old-­ growth forest is remaining and 75% of fisheries are producing at or above capacity. The United States is the most abusive global consumer with only 5% of the world population and 30% of the worldwide consumption. Ninety-­ nine percent of raw materials are discarded without being recycled. This will be catastrophic if these standards are maintained or worsened over the years. The food chain circumstance that animals use can be converted to humans with this mannerism, meaning only the best or most successful will come out on top. Instead all philosophies should be investigated before making decisions. Values can then be set with the proper principles in mind, hold- ing relationships as important aspects. This is another form of unselfish- ness that should be practiced to stay globally friendly and sustainable. These concepts will not only help current practices and environments but also provide even better hopes for future generations. If we keep consuming resources and just moving to different areas to find more resources, eventu- ally the resources in all areas will run out, leaving the world completely out of resources.
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    14 Sustainability: UtilizingLean Six Sigma Techniques References CommercialBuildingsInitiative.(2008).ZeroEnergyCommercialBuildingsConsortium. Energy Efficiency Toolkit for Manufacturers: Eight Proven Ways to Reduce Your Costs. Accessed from http://www.energy.ca.gov/­process/­pubs/­toolkit.pdf. Fiorino, D. P. (2004). Case study: Utility Cost Reduction at a Large Manufacturing Facility. Accessed from http://texasiof.ces.utexas.edu/­PDF/­Presentations/­Nov4/ CaseStudyFiorino.pdf. Green Schools Initiative, The David Brower Center. LEAP. (2010). Local Energy Alliance Program. Charlottesville, VA. “The Story of Stuff.” (2007). http://www.storyofstuff.com/. Water Use Efficiency Branch. (2010). Sacramento, CA.
  • 38.
    15 2 Systems View ofSustainability Sustainability implies repeatability, the ability to replicate success again and again to create an enduring pattern of achieving the end goal. Repeatability is not limited to the attributes of the end product. It must also be pursued and practiced in all facets of operations from a systems perspective. It is only through a systems view that we can address the multitude of issues and fac- tors associated with sustainability. What Is a System? A system is a collection of interrelated elements working together synergisti- cally to achieve a set of objectives. Any project is essentially a collection of interrelated activities, people, tools, resources, processes, and other assets brought together in the pursuit of a common goal. The goal may be in terms of generating a physical product, providing a service, or achieving a specific result. This makes it possible to view any project as a system that is amenable to all the classical and modern concepts of systems management. A systems view of the world makes sustainability work better and projects more likely to succeed. A systems view provides a disciplined process for the design, development, and execution of complex sustainability initiatives in business, industry, education, and government. A major advantage of a systems approach to sustainability is the win-­ win benefit for everyone. A systems view also allows full involvement of all stakeholders of sustainability. A Systems Engineering Framework Systems engineering is the application of engineering to solutions of a mul- tifaceted problem through a systematic collection and integration of parts of the problem with respect to the life cycle of the problem. It is the branch of engineering concerned with the development, implementation, and use of
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    16 Sustainability: UtilizingLean Six Sigma Techniques large or complex systems. It focuses on specific goals of a system considering the specifications, prevailing constraints, expected services, possible behav- iors, and structure of the system. It also involves a consideration of the activ- ities required to ensure that the system’s performance matches the stated goals. Systems engineering addresses the integration of tools, people, and processes required to achieve a cost-­ effective and timely operation of the system. We are all stakeholders of sustainability. As such, we are subcom- ponents of a large societal system. Systems engineering is concerned with the big picture of the challenges that we face. This involves how a system functions or behaves overall, how it interfaces with its users, how it responds to its environment and interacts with other systems, and how it regulates itself. Sustainability must be approached both from a technical point of view as well as a management viewpoint. The management discipline organizes and allocates efforts and resources across the broad spectrum of the sys- tem, including initiating communication, facilitating collaboration, defining system requirements, planning work flows, and deploying technology for targeted needs. A systems engineering framework for sustainability has the following elements: • Focus on the end goal. • Involve all stakeholders. • Define the sustainability issue of interest. • Break down the problem into manageable work packages. • Connect the interface points between project requirements and proj- ect design. • Define the work environment to be conducive to the needs of participants. • Evaluate the systems structure. • Justify every major stage of the sustainability project. • Integrate sustainability into the core functions existing in the organization. Definitions of Sustainability Different experts, researchers, and practitioners have differing definitions of sustainability. The lack of a consistent view is probably the reason that many sustainability programs have not taken root as expected. The follow- ing systems-­ based definitions are essential for the purpose of the theme of this book:
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    17 Systems View ofSustainability Agriculture—Farming and manipulation of soils to harvest and grow crops while raising livestock Biodiversity—The natural variation of living in particular ecosystems Biophysical—The science dealing with the application of physics of bio- logical processes Biosphere—The actual regions where living organisms occupy or reside Climate—Temperature, precipitation, and wind characteristics and conditions Community service—Voluntary work intended to assist others in a particular area Cooperation—The process of two or more beings working together toward the same goal Coordination—Organization of different elements so that there is cooperation for effective processes Economy—The prosperity, possessions, and resources of a country or region in terms of production and consumption of goods and services Ecosystem—Interacting organisms and their physical means of living in a biological community Education—Learning or training achieved through knowledge and studying Energy—The capacity of a physical system to perform work through heat, kinetics, mechanical systems, light, or electrical means Energy-­ efficient coding—Codes that set minimum requirements for energy-­ efficient design and construction for new and renovated buildings that impact energy usage Enterprise—A business or company with resources Environment—The setting, surroundings, or conditions in which liv- ing objects operate Ethics—Asystemofmoralvaluesthatmakesoneperformtherightconduct Fenestration—The arrangement of windows and doors in a building to help operate with lower heating and cooling losses Forecasting—The prediction or estimation of future events performed normally due to trending Global—Relation to the world, earth, or planet Global warming—The gradual increase in temperature of the earth and oceans predicted to be from pollution and the inconsideration of the environment Greenhouse—Solar radiation entrapment caused by atmospheric gases caused by pollution, which allows sunlight to pass through and be re-­ emitted as heat radiation back from the earth’s surface
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    18 Sustainability: UtilizingLean Six Sigma Techniques Human impact—The impacts from human beings that affect biophysi- cal environments, biodiversity, and any other environments Humanity—Human nature and civilization Natural resources—Materials or matter in nature such as minerals, fresh water, forests, or abundant land that can be used for economic benefits Physics—The science of matter and energy and the interaction of the two Planetary—Relating to the earth as a planet Policies—Plans or courses of actions Project management—Planning, managing, monitoring, and controlling projects utilizing feedback and knowledge of tools and techniques Public health—The science and art of preventing diseases while pro- longing life Quality management—The key for a system to ensure the end goal is met through a desired level of excellence to be competitive in the business Recycling–The reprocessing of materials already used into new mate- rials or products to prevent waste and protect the environment by reducing energy, air pollution, water pollution, and emissions Reducing waste—Reducing the amount of unwanted materials techno- logically and socially to economically benefit the environment Reuse—To use again in a different circumstance after processing Society—The collective amounts of people living together in a particu- lar region with the same customs, laws, or organizations Sustainability—The human preservation of the environment, whether economically or socially through responsibility, management of resources, and maintenance utilizing support Sustainable development—The concept of needs mostly from the idea of limitations imposed by society and technology to prevent the environment from meeting present and future needs Sustainable energy—The condition of energy that meets the needs of the present without compromising the ability of future generations to meet their needs Systems—Detailed methods or procedures established to transmit out a specific activity or to perform a responsibility; a network of things interacting together. Theory—A set of assumptions based on accepted facts that provide rational explanations of cause-­and-­effect relationships among groups Total quality management—Continuous improvement in products and processes by increasing the quality and reducing the defects through management methodologies
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    19 Systems View ofSustainability The Many Languages of Sustainability Sustainability is not just for the environment. Although environmental concern is what immediately comes to mind whenever the word sustain- ability is mentioned, there are many languages (i.e., modes) of sustainabil- ity, depending on whatever perspective is under consideration. The context determines the interpretation. Each point of reference determines how we, as individuals or groups, respond to the need for sustainability. Pursuits of green building, green engineering, clean water, climate research, energy conservation, eco-­ manufacturing, clean product design, lean production, and so on remind us of the foundational importance of sustainability in all we do. What Is Sustainability? Commitment to sustainability is in vogue these days, be it in the corporate world or personal pursuits. But, what exactly is sustainability? Definitions of the word contain verbs, nouns, and adjectives such as green, clean, maintain, retain, stability, ecological balance, natural resources, and environment. The definition of sustainability implies the ability to sustain (and maintain) a process or object at a desirable level of utility. The concept of sustainability applies to all aspects of functional and operational requirements, embracing both technical and managerial needs. Sustainability requires methodological, scientific, and ana- lytical rigor to make it effective for managing human activities and resources. In the above context, sustainability is nothing more than prudent resource utilization. The profession of industrial engineering is uniquely positioned to facilitate sustainability, especially as it relates to the environment, techni- cal resources, management processes, human interfaces, product develop- ment, and facility utilization. Industrial engineers have creative and simple solutions to complex problems. Sustainability is a complex undertaking that warrants the attention and involvement of industrial engineers. A good example of the practice of sustainability is how a marathon runner strategi- cally expends stored energy to cover a long-­ distance race. Burning up energy too soon means that the marathon race will not be completed. Erratic expen- diture of energy would prevent the body from reaching its peak performance during the race. Steady-­ state execution is a foundation for achieving sustain- ability in all undertakings where the decline of an asset is a concern. An example is an analysis of how much water or energy it takes to raise cattle for human consumption. Do we ever wonder about this as we delve into our favorite steaks? Probably not. Yet, this is, indeed, an issue of sustainability. Resource Consciousness The often-­ heard debate about what constitutes sustainability can be allevi- ated if we adopt the context of “resource consciousness,” which, in simple
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    20 Sustainability: UtilizingLean Six Sigma Techniques terms, conveys the pursuit of conservation in managing our resources. All the resources that support our objectives and goals are amenable to sus- tainability efforts. For example, the expansion of a manufacturing plant should consider sustainability, not only in terms of increased energy con- sumption but also in terms of market sustainability, intellectual property sustainability, manpower sustainability, product sustainability, and so on. The limited resource may be spread too thin to cover the increased requirements for a larger production facility. Even a local community cen- ter should consider sustainability when contemplating expansion projects just as the local government should consider tax base sustainability when embarking on new programs. The mortgage practices that led to the hous- ing industry bust in the United States were due to financial expectations that were not sustainable. If we put this in the context of energy consump- tion, it is seen that buying a bigger house implies a higher level of energy consumption, which ultimately defeats the goal of environmental sustain- ability. Similarly, a sports league that chooses to expand haphazardly will eventually face a non-­ sustainability dilemma. Every decision ties back to the conservation of some resource (whether a natural resource or a manu- factured resource), which links directly to the conventional understanding of sustainability. Foci of Sustainability There are several moving parts in sustainability. Only a systems view can ensure that all components are factored into the overall pursuit of sustain- ability. A systems view of the world allows an integrated design, analysis, and execution of sustainability projects. It would not work to have one seg- ment of the world embarking on sustainability efforts while another segment embraces practices that impede overall achievement of sustainability. In the context of production for the global market, whether a process is repeatable or not, in a statistical sense, is an issue of sustainability. A systems-­ based framework allows us to plan for prudent utilization of scarce resources across all operations. Some specific areas of sustainability include the following: • Environmental sustainability • Operational sustainability • Energy sustainability • Health and welfare sustainability • Safety and security sustainability • Market sustainability
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    21 Systems View ofSustainability • Financial sustainability • Economic sustainability • Health sustainability • Family sustainability • Social sustainability The long list of possible areas means that sustainability goes beyond envi- ronmental concerns. Every human endeavor should be planned and man- aged with a view toward sustainability. Value Sustainability Sustainability imparts value on any organizational process and product. Even though the initial investment and commitment to sustainability might appear discouraging, it is a fact that sustainability can reduce long-­ term cost, increase productivity, and promote achievement of global standards. Sample questions for value sustainability are provided below: • What is the organizational mission in relation to the desired value stream? • Are personnel aware of where value resides in the organization? • Will value assignment be on team, individual, or organizational basis? • Is the work process stable enough to support the acquisition of value? • Can value be sustained? Using the Hierarchy of Needs for Sustainability The psychology theory of hierarchy of needs, postulated by Abraham Maslow in his 1943 paper, “A Theory of Human Motivation,” still governs how we respond along the dimensions of sustainability, particularly where group dynamics and organizational needs are involved. An environmentally induced disparity in the hierarchy of needs implies that we may not be able to fulfill personal and organizational responsibilities along the spectrum of sustainability. In a diverse workforce, the specific levels and structure of needs may be altered from the typical steps suggested by Maslow’s hierar- chy of needs. This calls for evaluating the needs from a multidimensional perspective. For example, a 3-D view of the hierarchy of needs can be used to coordinate personal needs with organizational needs with the objective of facilitating sustainability. People’s hierarchy of basic needs will often dictate
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    22 Sustainability: UtilizingLean Six Sigma Techniques how they respond to calls for sustainability initiatives. Maslow’s hierarchy of needs consists of five stages: 1. Physiological needs: These are the needs for the basic necessities of life, such as food, water, housing, and clothing (i.e., survival needs). This is the level where access to money is most critical. Sustainability applies here. 2. Safety needs: These are the needs for security, stability, and freedom from physical harm (i.e., desire for a safe environment). Sustainability applies here. 3. Social needs: These are the needs for social approval, friends, love, affection, and association (i.e., desire to belong). For example, social belonging may bring about better economic outlook that may enable each individual to be in a better position to meet his or her social needs. Sustainability applies here. 4. Esteem needs: These are the needs for accomplishment, respect, recognition, attention, and appreciation (i.e., desire to be known). Sustainability applies here. 5. Self-­actualization needs: These are the needs for self-­ fulfillment and self-­ improvement (i.e., desire to arrive). This represents the stage of opportunity to grow professionally and be in a position to selflessly help others. Sustainability applies here. Ultimately, the need for and commitment to sustainability boil down to each person’s perception based on his or her location on the hierarchy of needs and level of awareness of sustainability. How do we explain to a hungry poor family in an economically depressed part of the world the need to conserve forestry? Or, how do we dissuade an old-­ fashioned professor from the prac- tice of making volumes of hard copy handouts instead of using electronic distribution? Cutting down on printed materials is an issue of advancing sustainability. In each wasteful eye, “the need erroneously justifies the means” (author’s own variation of the common phrase). This runs counter to the principle of sustainability. In Figure 2.1, this article expands the hierarchy of needs to generate a 3-D rendition that incorporates organizational hierarchy of needs. The location of each organization along its hierarchy of needs will determine how the organization perceives and embraces sustainability pro- grams. Likewise, the hierarchy position of each individual will determine how he or she practices commitment to sustainability. In an economically underserved culture, most workers will be at the basic level of physiological needs, and there may be constraints on moving from one level to the next higher level. This fact has an implication on how human interfaces impinge upon sustainability practices. In terms of organizational hierarchy of needs, the levels in Figure 2.1 are characterized as follows:
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    23 Systems View ofSustainability Level 1 of Organizational Needs: This is the organizational need for basic essentials of economic vitality to support the provision of value for stockholders and employees. Can the organization fund projects from cash reserves? Sustainability applies here. Level 2 of Organizational Needs: This is a need for organizational defense. Can the organization feel safe from external attack? Can the orga- nization protect itself cyber attacks or brutal takeover attempts? Sustainability applies here. Level 3 of Organizational Needs: This is the need for an organization to belong to some market alliances. Can the organization be invited to join trade groups? Does the organization have a presence on some world stage? Sustainability applies here. Level 4 of Organizational Needs: This is the level of having market respect and credibility. Is the organization esteemed in some aspect of mar- ket, economic, or technology movement? What positive thing is the organization known for? Sustainability applies here. Level 5 of Organizational Needs: This is the level of being classified as a “power” in the industry of reference. Does the nation have a recog- nized niche in the market? Sustainability applies here. Obviously,wheretheorganizationstandsinitshierarchyofsustainabilitygoals will determine how it influences its employees (as individuals) to embrace, support, and practice sustainability. How each individual responds to organi- zational requirements depends on that individual’s own level in the hierarchy Self-actualization needs 5 4 3 2 1 I n d i v i d u a l S u s t a i n a b i l i t y N e e d s Organizational Sustainability Needs Esteem needs Love and belonging needs Security needs Physiological needs FIGURE 2.1 3-D hierarchy of needs for sustainability goals.
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    24 Sustainability: UtilizingLean Six Sigma Techniques of needs. We must all recognize the factors that influence sustainability in our strategic planning programs. For an organization to succeed, sustainability must be expressed explicitly as a goal across organizational functions. Sustainability Matrix The coupling of technical assets and managerial tools is essential for real- izing sustainability. This section presents an example of the sustainability matrix introduced by Badiru (2010). The matrix is a simple tool for organiz- ing the relevant factors associated with sustainability. It overlays sustain- ability awareness factors, technical assets, and managerial tools. Figure 2.2 shows an example of the matrix structure while Table 2.1 shows the generic matrix design. The sample elements illustrate the nature and span of factors associated with sustainability projects. Each organization must assess its own environment and include relevant factors and issues within the context of prevailing sustainability programs. Without a rigorous analytical frame- work, sustainability will just be in talks rather than deeds. One viable strat- egy is to build collaborative STEM (Science, Technology, Engineering, and Mathematics) alliances for sustainability projects. The analytical framework of systems engineering provides a tool for this purpose from an interdisci- plinary perspective. With this, environmental systems, industrial systems, and societal systems can be sustainably tied together to provide win-­ win benefits for all. An effective collaborative structure would include researchers and practitioners from a wide variety of disciplines (civil and environmental AWARENESS COMMUNICATION COOPERATION COORDINATION FIGURE 2.2 Factors of sustainability.
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    25 Systems View ofSustainability engineering, industrial engineering, mechanical engineering, public health, business, etc.). Project sustainability is as much a need as the traditional components of project management, which spans planning, organizing, scheduling, and control. Proactive pursuit of the best practices of sustainability can pave the way for project success on a global scale. In addition to people, technology, and process issues, there are project implementation issues. In terms of per- formance, if we need a better policy, we can develop it. If we need technologi- cal advancement, we have capabilities to achieve it. The items that are often beyond reach relate to project life cycle management issues. Project sustain- ability implies that sustainability exists in all factors related to the project. Thus, we should always focus on project sustainability. Think “sustainability” in all you do and you are bound to reap the rewards of better resource utilization, operational efficiency, and process effective- ness. Both management and technical issues must be considered in the pursuit of sustainability. People issues must be placed at the nexus of all the considerations of sustainability. Otherwise, sustainability itself cannot be sustained. Many organizations are adept at implementing rapid improve- ment events (RIE). This chapter recommends a move from mere RIE to sus- tainable improvement events (SIE). Social Change for Sustainability Change is the root of advancement. Sustainability requires change. Our society must be prepared for change to achieve sustainability. Efforts that support sustainability must be instituted into every aspect of everything TABLE 2.1 Generic Template for Sustainability Matrix Technical Factors Managerial Environmental Factors Organizational Behavior Personnel Culture Resource Base Market Influence Share Capital Physical infrastructure Communication modes Cooperation incentives Coordination techniques Building performance Energy economics Work design Technical acquisitions Work measurement Project design Financial implications Project control Analytical modeling Resource combinations Qualitative risk Engineering analysis Value assessment Forecast models Scientific limitation Fuel efficiency Technical workforce Contingency planning Contract administration Green purchases Technology constraints Energy conservation Training programs Quantitative risk Public acceptance Technology risks
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    26 Sustainability: UtilizingLean Six Sigma Techniques that the society does. If society is better prepared for change, then positive changes can be achieved. The “pain but no gain” aspects of sustainability can be avoided if proper preparations have been made for societal changes. Sustainability requires an increasingly larger domestic market to preserve precious limited natural resources. The social systems that make up such markets must be carefully coordinated. The socioeconomic impact on sus- tainability cannot be overlooked. Social changes are necessary to support sustainability efforts. Social disci- pline and dedication must be instilled in the society to make sustainability changes possible. The roles of the members of a society in terms of being responsible consumers and producers of consumer products must be out- lined. People must be convinced of the importance of the contribution of each individual whether that individual is acting as a consumer or as a pro- ducer. Consumers have become so choosy that they no longer will simply accept whatever is offered in the marketplace. In cases where social dictum directs consumers to behave in ways not conducive to sustainability, gradual changes must be facilitated. If necessary, an acquired taste must be devel- oped to like and accept the products of local industry. To facilitate consumer acceptance, the quality of industrial products must be improved to competi- tive standards. In the past, consumers were expected to make do with the inherent characteristics of products regardless of potential quality and func- tional limitations. This has changed drastically in recent years. For a product to satisfy the sophisticated taste of the modern consumer, it must exhibit a high level of quality and responsiveness to the needs of the consumer with respect to global expectations. Only high-­ quality products and services can survive the prevailing market competition and, thus, fuel the enthusiasm for further sustainability efforts. Some of the approaches for preparing a society for sustainability changes are listed below: • Make changes in small increments • Highlight the benefits of sustainability development • Keep citizens informed of the impending changes • Get citizen groups involved in the decision process • Promote sustainability change as a transition to a better society • Allay the fears about potential loss of jobs due to new sustainabil- ity programs • Emphasize the job opportunities to be created from sustainability investments Addressing the above issues means using a systems view to tackle the various challenges of executing sustainability. As has been discussed in the preced- ing sections, the concept of sustainability is a complex one. However, with a systems approach, it is possible to delineate some of its most basic and general
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    27 Systems View ofSustainability characteristics. For our sustainability purposes, a system is simply defined as a set of interrelated elements (or subsystems). The elements can be molecules, organisms, machines, machine components, social groups, or even intangi- ble abstract concepts. The relations, interlinks, or “couplings” between the elements may also have very different manifestations (e.g., economic trans- actions, flows of energy, exchange of materials, causal linkages, control path- ways). All physical systems are open in the sense that they have exchanges of energy, matter, and information with their environment that are signifi- cant for their functioning. Therefore, what the system “does,” in its behav- ior, depends not only on the system itself but also on the factors, elements, or variables coming from the environment of the system. The environment impacts “inputs” onto the system while the system impacts “outputs” onto the environment. This, in essence, is the systems view of sustainability. Reference Badiru, A. B. (2010). “The Many Languages of Sustainability,” Industrial Engineer, Nov., pp. 31–34.
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    Another Random ScribdDocument with Unrelated Content
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    – No mostmeg már nem eresztesz ki? Ejnye de goromba vagy. Jól van hát no. Megvárom itten, míg előjönnek az asszonyok. Én is ráérek pihenni. Azzal végig feküdt a Noémi által szedett friss rózsalevélhalmazban. – Ejh de jó ágyra tettem most szert! Lucullusi egy fekhely. Hahaha! A hölgyek visszatértek Mihálylyal a sziget belsejéből. Teréza meglepetve látta, hogy Almira nem a veranda előtt fekszik, hanem a szeszfőzde ajtaját őrzi. – Mi van ott, Almira? Tódor, a mint Teréza hangját meghallotta, egy jó tréfát gondolt ki, eltemette magát egészen a tömérdek rózsalevél közé, hogy nem látszott ki belőle; s mikor aztán Noémi betekintett a konyha ajtaján e szóval: «mi van itt Almira?» akkor kiemelkedék vigyorgó arczával a rózsahalmaz közül. – A te kedves egyetlen vőlegényed van itt, szép Noémi! Noémi nagyot sikolva tántorodott vissza. – No mi az? kérdé az odasiető anya. – A rózsa közt… hebegé Noémi. – Mi van a rózsa közt? Egy pók? – Igen. Egy pók… Tódor nevetve ugrott ki rózsás fekhelyéből, s mint a ki egy igen jó tréfával lepte meg kedveseit, a min kaczagni kell mindenkinek, nagy hahotával rohant Teréza mama nyakába, nem törődve annak haragos tekintetével, sem Noémi ijedt arczával, össze-vissza csókolá Terézát.
  • 53.
    – Hahaha! Ugy-emegleptelek benneteket! Te kedves Teréza mama. Szerelmes, édes, drága jó mama. Itt van a te vejecskéd. Hahaha! Mint egy tündér a rózsatengerből merülök fel. Hahaha! Azután Noémihez fordult; de az hirtelen félresiklott ölelése elől, s Krisztyán Tódor akkor vette észre, hogy még egy harmadik valaki is van itt: Timár Mihály. Ez a találkozás kissé lehűtötte erőtetett jó kedvét, a mi ugyan csak kicsinált bolondozás volt nála; de épen azért nem szerette azt az embert látni maga előtt, a kivel olyan kellemetlen emlékei voltak összekötve. – Ah! Szervusz schreiber uram! köszönté Timárt. Megint itt találkozunk össze. Talán csak nincs önnek a hajóján megint egy török basa? Hehehe. Ne féljen semmit, schreiber uram. Timár vállat vont s nem szólt neki semmit. Akkor aztán Noémihoz fordult Tódor, nyájas barátsággal ölelve át a leány derekát, a mit az úgy viszonzott, hogy eltolta magától s félrefordította tőle az arczát. – No hagyj békét annak a leánynak! szólítá őt meg rideg, száraz hangon Teréza. Miért jöttél megint? – Jól van, jól no. Csak ne kergess ki, még le sem szálltam. Mintha bizony nem volna szabad nekem Noémit megölelnem? Az én egyetlenegy kis mátkámat. Tán biz eltörik tőle, ha ránézek? Hogy féltek tőlem! – Van okunk rá, szólt Teréza mogorván. – No ne haragudjál, Teréza mama. Ezúttal nem azért jöttem, hogy kérjek tőled valamit. Ellenkezőleg. Én hozok neked sok-sok pénzt. Hohó! Iszonyú sok pénzt. Annyit, hogy visszaszerezheted rajta hajdani szép házadat, jószágodat, kertedet az Osztrován, mindent, a mit elvesztettél. Azt mind visszanyered azért a sok pénzért. Hiszen
  • 54.
    tudod, én nekemfiui kötelességem azt a hibát helyrehozni, a mit szegény atyám vétett te ellened. Most meg már a könyhullatásig elérzékenyedett Krisztyán Tódor, hanem ez is hidegen hagyta a jelenlevőket; nem hittek se nevetésének, se sírásának. – No de gyerünk be innen, gyerünk be a szobába, mondá Tódor, mert a miket közölni akarok veletek, azt nem lehet az egész világ előtt elmondani. – Oh te bolond! mondá Teréza asszony. Hát hisz hol itt az egész világ? ezen a puszta szigeten? Timár úr előtt pedig beszélhetsz akármit, ő nekünk régi jó ismerősünk. Hanem hát gyere be no. Tudom, hogy éhes vagy: ez a vége a dolognak. – Hahaha! Te kedves okos mama! milyen jól ismered a Tódorkádnak a gyengéjét, hogy mindig kitünő étvágyam van. Aztán a milyen pompás rácz béleseket te tudsz készíteni! Az ember szeretne egészen gyomorrá válni, mikor azt meglátja. Nincs olyan gazdasszony a világon több, mint te vagy. Én ültem a török szultán asztalánál is, de olyan szakácsa annak sincs, mint te vagy. Teréza asszonynak most is gyönge oldala volt, ha vendégszeretetét magasztalták. Az ennivalót nem kimélte semmi jövevénytől, s még halálos ellenségét sem bocsátotta el éhen. Krisztyán Tódornak divatos figaró volt a fején, azt ő kiszámított hetykeséggel úgy intézte, hogy mikor belép a kis kunyhó ajtaján, az ajtóragasztó leüsse a fejéről, hogy aztán elmondhassa: – Ah! Az átkozott divatos kalap! Mikor az ember olyan magas ajtókhoz van szokva. Az új szállásomon csupa szárnyajtók vannak. Gyönyörű kilátás a tengerre! – Hát van neked igazán valahol lakásod? kérdezé Teréza, felterítve az étkezéshez az asztalt a kis lakszobában.
  • 55.
    – Meghiszem azt!Triesztben, a legszebb palotában. A legelső hajóépítőnek az ügynöke vagyok… – Triesztben? szólt bele Timár. Hogy híják? – Tengeri hajókat épít, szólt lenéző arczfintorulattal Tódor, nem holmi «Schuper», nem burdzsellákat készít… Egyébiránt signore Scaramelli a neve. Timár elhallgatott. Nem tartá szükségesnek elárulni, hogy signore Scaramellinál ő is épen egy tengeri hajót építtet. – Hja, most én csak úgy vájkálok a pénzben! henczegett Tódor. Milliók meg milliók fordulnak meg a kezemen. Ha olyan tisztakezű ember nem volnék, ezreket tehetnék félre. El is hoztam az én kedves Noémimnek, a mit igértem. Nos? mit igértem? Egy gyűrűt. Micsoda kő legyen benne? Rubin? Smaragd? – Brilliánt van benne, három és fél karatos brilliánt. Ez lesz az én kis Noémimnak a jegygyűrűje. Itt van ni. Tódor belenyúlt a pantallon zsebébe, sokáig kotorászott benne, utoljára ijedt arczot csinált, elmeresztette a szemeit, «elveszett!» hörgé, csinált rémülettel s kifordítva a zsebét, láthatóvá tette azon a perfid lyukat, melyen keresztül a jegygyűrű a három karatos brilliánttal elveszett. Noémi erre hangos kaczajban tört ki. Olyan gyönyörű csengő hangja volt, mikor kaczagott, s olyan ritkaság volt ezt az ő kaczagó hangját hallani! – No hát azért sem veszett el! kiáltá Tódor; soha se tessék kaczagni, szép menyasszonykám! S azzal hozzáfogott a csizmáját lehúzni; valóban a megrázott csizmaszárból kihullott az asztalra a szökevény gyűrű. – Itt van! Igaz jószág nem vész el. Az én Noémim jegygyűrűje nem hagy el engem. Itt van. No nézd, Teréza mama. Ezt hozta a te jövendőbeli vejed a menyasszonyának. Nos, mit szólsz hozzá? Hát maga, Schreiber úr, ha tud hozzá, mire becsüli ezt a brilliántot?
  • 56.
    Timár megnézte adrágaságot s azt mondá: – Pierre de Strass; testvérek között is megér öt garast. – Hallgasson! maga Schreiber! mit ért maga ahhoz? Maga csak kukoriczához ért, meg zabhoz; látott is maga gyémántot valaha. Azzal a diffamált gyűrűt, miután Noémi semmiképen sem engedte az ujjára felvonni, saját kisujjára húzta fel Tódor s evés-ivás közben mindig gondja volt rá, hogy azt a gyűrűs ujját magasan felemelve tartsa. Étvágya jó volt az ifjunak. Evés közben hosszat beszélt arról, hogy milyen szörnyű vállalat az a hajóépítés; elmondta, hány millió kubik fát fogyaszt el a gyár évenkint? Hogy a közelben már nincs olyan erdő, melyből hajóépítéshez alkalmas fát lehetne vágatni. Ide s tova Amerikából kell azt is hozatni. Csak Slavoniában kaphatni még. Végre jóllakott. Akkor aztán rátért a dolognak az érdemére. – No de már most, kedves édes jó Teréza mama, elmondom hát, hogy miért jöttem ide? Teréza gyanakodó aggálylyal tekinte Tódorra. – Most egyszerre boldoggá teszlek tégedet is, Noémit is, magamat is; s azonfelül Signore Scaramellinél egyszerre «felcsapom az égót». Hát hallgass csak ide! Multkor egy ízben Scaramelli úr azt mondja nekem: «Hallja ön, Krisztyán barátom, önnek el kell menni Braziliába». – Bár csak elmentél volna! sohajta Teréza asszony. Tódor megértette azt és mosolygott. – Mert tudod, onnan hozzák a hajóépítéshez legszükségesebb fákat, a macayást és murumurut, a miből a hajófenék készül; a paripout, meg a hatavouát, a mit az oldalpalánkokhoz használnak, a magrove-, a royoc, meg a gratgalfákat, a mik a vízben soha sem
  • 57.
    rohadnak el, a«mort aux rats» fát, a minek a szagát a patkányok ki nem állhatják, a vasfát, a miből a kormányt készítik, s a sourgum- tree fát, a miből az evezőlapátok lesznek, a fernambuc fát, meg a manchinel fát, meg a sárkányvér fát, meg a casuár fát, meg az ördögkávé fát, aztán a teak fát, a santál fát, a mahagony fát, a mit a finom hajóbútorzathoz használnak, meg a cascarillát, a tacamahacát, a voladort, a mibe nem esik a szú, meg a maou fát, a mit nem fúrnak ki a teredo navalisok. – Hagyd el már kérlek, a sok bolond indus nevet! szakítá félbe Teréza asszony. Azt gondolod, hogy majd engem bolonddá teszesz, ha egy egész botanikai lajstromot elmondasz előttem, s majd én a sok fától nem látom meg az erdőt? Mondd el hát, hogy ha ilyen sok szép fa terem Braziliában, miért nem mentél oda? – Hja! Épen ez a felséges ötlet tőlem. Micsoda, mondék signore Scaramellinek; minek mennénk mi Braziliába, mikor az ott termő fáknál itt a mi közelünkben sokkal jobb fák találhatók? Tudok én egy szigetet a Duna közepén, a mi egy ősrengeteggel van benőve, ott vannak szebbnél szebb fák, a mik a délamerikaiakkal versenyeznek. – Gondoltam! dörmögött közbe Teréza. – A jegenyék tökéletesen pótolják a patavouát, a diófák levetik a nyeregből a mahagonit. S ilyenek százával vannak a mi szigetünkön. – Az én diófáim? – A cascarillánál sokkal jobb az almafa. – Hát az almafákról is gondoskodtál? – A szilvafák pedig a legjobb teakfával vetekednek. – S te ezeket mind kivágatod és eladod Scaramelli úrnak? szólt nyugodt hangon Teréza asszony. – Rengeteg pénzt fogunk érte kapni. Legalább tíz forintot minden fáért. Signore Scaramelli carte blanchet adott nekem. Szabadon
  • 58.
    köthetem meg veleda szerződést; itt van a zsebemben készen, csak alá kell irnod, s gazdaggá vagyunk téve. S ha egyszer a sok haszontalan fa ki lesz innen pusztítva, akkor magunk úgy sem maradunk itten, elmegyünk Triesztbe lakni; ezt a szigetet pedig beültetjük mind prunus mahalebbel; tudod, abból készülnek azok a híres jószagú török meggyfapipaszárak. Annak mívelés sem kell, csak egy számtartót kell itten tartanunk, a ki a várnai kereskedőknek eladja az évenkint levágott meggyfapipaszárakat; és mi holdankint ötszáz aranyat fogunk bevenni meggyfapipaszárból: tíz holdtól ötezer aranyat. Timár nem állhatta meg, hogy ne mosolyogjon. Ilyen merész speculatióknak még ő sem hallotta hírét. – No hát mit mosolyog az úr? förmedt rá Tódor. Én értem a dolgot. Teréza felelt neki. – Én is értem. Valahányszor téged idehoz a balsors, olyan vagy nekem, mint a halálmadár: tudom, hogy valami kétségbeejtő terved van ellenem. Azt te tudod, hogy nekem pénzem nincs, nem is lesz soha. Jól van. Eddig azt tetted, hogy dereglyével jöttél, s a mit kettőnk számára megtakarítottam, azt elczipelted, eladtad. Odaadtam, az Isten áldjon meg érte. Most már nem éred be a gyümölcscsel, a miből gonoszabb dézmát szedesz tőlem, mintha török basa sarczolna meg; hanem magukat a fákat akarod a fejem fölül eladni. Az én kedves, egyedüli jó barátaimat, a miket magam ültettem, magam ápoltam, a mikből élek, a mik alatt nyugszom. Eredj, szégyeld magadat. Ilyen meséket mondani én nekem! Hogy te kincseket kapnál a fákért, a mikből valaki tengeri hajókat építtetne. Igen bizony, kivágatnád őket, hogy elprédáld potom árért a legközelebbi mészégetőnek, ez a te furfangos terved. Kit akarsz vele bolonddá tenni? Engem, te? Elmenj az ilyen ostoba tréfákkal, mert majd én is megtanítom neked, hogy mire jó még a török meggyfának a szára! – No no, Teréza mama, én nem tréfálok. Ok nélkül nem jöttem ide, azt gondolhatod. Gondold meg, hogy micsoda ünnepélyes nap
  • 59.
    van ma? Mavan az én nevem napja. Ezen a napon született az én kedves kis Noémim. Tudod, hogy szegény megboldogult szülőink bennünket még hajdan eljegyeztek s azt hagyták meg, hogy mikor Noémi tizenhat esztendős lesz, akkor belőlünk egy pár legyen. Én eljöttem volna a világ végéről is e napra ti hozzátok. Itt vagyok, szivem egész forró hevével. Hanem a szerelmen kívül egyéb is kell az embernek. Nagy fizetésem van, az igaz, signore Scaramellinél; de azt kiadtam pompás butorzatra. Hát csak neked is kell valamit adnod Noémivel, hogy rangjához illően léphessen a világba. Csak kell menyasszonyi készlet neki is. Ezt joga van tőled követelni. Ő a te egyetlen leányod. Követelheti tőled, hogy őt kiházasítsd. Noémi haragosan ült le a szögletbe s hátat fordított az egész társaságnak, homlokát a falnak támasztva. – Igen! Te neked kell valamit adnod a Noémi számára. Ne légy oly önző. Nem bánom hát, tartsd meg fáid felét, de a másik felét add át nekem, majd azután az én gondom lesz, hogy kinek és hogyan tudom eladni. Add ide Noémi hozományául a diófákat, azoknak komolyan mondom, hogy van szilárd vevőjük. Teréza türelmének fogytára jutott. – Hallod-e Tódor; én nem tudom, hogy van-e neked neved napja ma, vagy nincs? hanem, hogy Noémi nem ezen a napon született, azt tudom… De még jobban tudom azt, hogy Noémi téged, ha egyedül volnál férfi a világon, még akkor sem választana férjeül. – Hahaha! Azt már csak bízzad te rám. Az már az én gondom. – Hát legyen a te gondod. Hanem már most igen röviden végzek veled. Én az én kedves gyönyörű diófáimat neked nem adom, ha mindjárt Nóé bárkáját kellene is azokból építeni. Egyetlenegy fát adhatok neked, s azt használhatod arra a czélra, a mit elébb-utóbb el fogsz érni; ma épen a neved napja van, ez jó nap hozzá. Erre a szóra Krisztyán Tódor felállt a székről, de nem azért, hogy elmenjen, hanem azért, hogy a széket keresztbe fordítsa s aztán úgy
  • 60.
    üljön rá, minta lóra, két könyökét a szék támlájára téve s kötekedő hetykeséggel nézve Teréza szemébe. – Nagyon kedves vagy hozzám, Teréza mama. Hanem jut-e eszedbe, hogy ha csak egy szót szólok… – Hát szólj. Ez előtt az úr előtt szólhatsz, ő már mindent tud. – Hogy ez a sziget nem a tied. – Igaz. – S nekem csak egy följelentésbe kerül akár Bécsben, akár Sztambulban. – Hogy minket koldusokká és földönfutókká tégy. – Igen is, azt tehetem! szólt most igazi arczát megmutatva Krisztyán Tódor és kapzsi villogó szemeivel Teréza arczába nézve, elővonta zsebéből a papirt, a minek túl felére egy szerződés kezdete volt irva, s odamutatott a másik oldalon levő keletre. És azt meg is fogom tenni, ha a neved ide nem irod rögtön. Én azt tehetem, és meg fogom tenni! Teréza reszketett. Ekkor Timár Mihály a kezével csöndesen megnyomta Tódor vállát. – Ön azt nem teheti, uram. – Mit? kérdezé az vadul hátravetve fejét. – Azt, hogy följelentse valahol e sziget létezését, és azt, hogy azt önkény elfoglalta valaki. – Miért ne tehetném? – Mert már följelentette valaki más. – Kicsoda? – Én jelentettem fel.
  • 61.
    – Ön? kiáltafel Tódor, öklét Mihályra emelve. «Ön!» sikolta fel Teréza, két összekulcsolt kezét fájdalmasan feszítve feje fölé. – Igenis, én följelentém mind Bécsben, mind Sztambulban, hogy itt egy névtelen puszta sziget van az Osztrovai-sziget mellett, mely ötven év óta alakult! szólt Timár csendesen, szilárdan. És egyuttal fölkértem mind a bécsi mind a sztambuli kormányt, hogy e szigetet nekem kilenczven évre használatul engedjék által; a hűbériség elismeréseül a magyar kormánynak évenkint egy zsák dió, a sztambuli kormánynak egy doboz aszalt gyümölcs fizettetik. Most kaptam meg a pátenst és a fermánt mind a két helyről. Timár elővonta a zsebéből azt a két levelet, a miket bajai telepén kapott s a miknek úgy megörült. Mikor nagy urrá lett, gondja volt rá e szegény sorsüldözte családnak megszerezni a nyugalmat. Sok pénzébe került neki az a zsák diós és aszaltgyümölcsös bérlet. – Én pedig rögtön átirattam a legmagasabb engedélyek által nekem adott jogot e sziget mostani lakóira és telepítőire. Ime, itt a hivatalos átengedési okmány. Teréza csak úgy odaesett Mihály lábaihoz szótlanul. Csak zokogni tudott és kezeit csókolni a férfinak, ki az élő kárhozatból őt kiszabadítá, ki éjjeli, nappali kisértetét örökre elenyészteté. Noémi két kezét szivére szorítva tartá, mintha attól félne, hogy ha szája hallgat, a szive fog megszólalni. – Már most uram, Krisztyán Tódor úr, szólt Mihály, láthatja ön, hogy kilenczven esztendeig önnek ezen szigeten semmi keresni valója nincsen. Krisztyán Tódor a dühtől elsápadtan, tajtékzó ajkakkal rikácsolt fel: – De hát kicsoda ön? Mi joga van önnek magát ezen háznép ügyeibe beleártani?
  • 62.
    – Az, hogyén őt szeretem! kiálta föl Noémi egész kitörő szenvedélylyel, s odaveté magát Mihály keblére és átfonta nyakát karjaival. Tódor nem szólt többet. Néma dühében megfenyegeté Timárt öklével, s ezzel kirohant a szobából. De néma tekintetében minden fenyegetés benne volt, a mi fegyver után nyúl és mérget kever. A leány pedig még azután is ott maradt Mihály kebléhez tapadva.
  • 63.
    TARTALOM. ELSŐ KÖTET. A Vaskapu1 A Szent Borbála és utasai 5 A fehér macska 17 A salto mortale egy mammuthtól 22 A szigorú vizsgálat 32 A «senki» szigete 40 Almira és Narcziszsza 50 Az éj hangjai 64 A szigetlakók története 74 Ali Csorbadzsi 88 Az élő alabástrom 94 A hajós-temetés 97 A nevetni való tréfa 102 A Szent Borbála végzete 106 A fogadott apa 113 A jó tanács 126 A vörös félhold 132 Az arany bánya 139 Leánytréfa 162 Ez is egy tréfa 180 A menyasszony-köntös 188 Timéa 206 Az alabástrom szobor menyegzője 224 A védördög 233 Tavaszvirány 246 A pók a rózsák között 265
  • 65.
    Javítások. Az eredeti szöveghelyesírásán nem változtattunk. A nyomdai hibákat javítottuk. Ezek listája: 72 ember egeszen ember egészen 121 árverezési meghatalmazást, árverezési meghatalmazást. 136 előidézett. előidézett.» 266 gyöngéd godoskodással gyöngéd gondoskodással 268 Komáromba, Felkerestem Komáromba. Felkerestem
  • 66.
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