Carbon Footprint Can be Reduced by 20 Per Cent by 'Going Lean'

LMR, the leading specialist Lean Consultancy, has identified that organisations can reduce their Carbon Footprints by as much as 20 per cent through the implementation of lean processes across their business. Company research has shown that a lean strategy can help businesses 'Go Green' in the face of mounting pressure for environmentally friendly corporate citizenship, based on a full assessment of manufacturing processes, use of human resources and the sourcing of raw materials and products.

LMR's hands-on approach to Lean consulting has enabled a wide range of organisations - from aircraft maintenance companies, to mining organisations, as well as insurance brokers - to implement a Lean culture of processes that enhance stability, materials flow and operating systems. The implementation of these changes not only reduces a company's Carbon Footprint, but also establishes sustainable business improvements and cost benefits.

"The development and implementation of environmental policies are top of the list for most organisations right now, but many are unsure about where to start," commented Dean Gibbs, Managing Director, LMR. "There is a big focus on cutting down emissions through transportation, but these are often the most difficult changes to execute. If companies looked inwards at their own business processes there are many inefficiencies there that, when corrected, can significantly enhance the environmentally friendliness and cost-effectiveness of the organisation.

"The fundamental principle of our Lean consulting is that all changes have to be sustainable. That is why we subscribe to the Eastern approach to process management, as a way to ensure that these changes are not just a 'here-today, gone-tomorrow' quick-fix, but an ongoing cycle of improvement and stability," Dean Gibbs continued.

LMR focuses on the Eastern approach to Lean processes, pioneered by companies such as Toyota and Kawasaki. The company's consultants work with organisations to identify business goals, and then create a strategy to achieve them. The implementation of stability measures, Just in Time material flow and Jidoka quality operating systems help develop both internal and external processes to achieve those goals on a sustainable basis.

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