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- B Impact Assessment as a Sustainable Tool: Analysis of the Certification ModelPublication . Silva, Vítor; Lima, Vanda; Sá, José Carlos; Fonseca, Luís; Santos, GilbertoCurrently, certification is an essential tool for a company’s sustainability and a seal of trust for the stakeholders. The B Corporation (B Corp) certification system is in line with the leading indicators of sustainable development and social responsibility published by the general assembly of the United Nations, namely: environment, community, workers, customers, and governance. Nevertheless, it is essential that academic research should empirically assess the B Corp model’s reliability for its validation and legitimization. In this study, we address the results of the B Impact Assessment of 2262 companies certified by B Corp from the beginning of 2017 to March 2021. The main objective is to analyze the B Impact Assessment, verifying the robustness and consistency of the model to measure and improve the economic, social, and environmental impact of companies. We analyzed the construct’s validity through a confirmatory factorial analysis using AMOS statistical software. The results allowed us to identify some weaknesses and limitations of the B Impact Assessment. This certification system reflects an unadjusted model where the main assessment indicators have problems with regard to the measurement scale. The governance and customer indicators are the most vulnerable. The findings also allow us to state that there are apparently no minimum values established for each of the parameters evaluated, which may cause imbalances in the sustainable development process of B Corp companies. This research contributes to enhancing B Impact Assessment as a sustainability tool, highlighting areas for improvement concerning the indicators’ measurement scales and the assessment process, including the monitoring of evaluators.
- A model of integration ISO 9001 with Lean six sigma and main benefits achievedPublication . Sá, José Carlos; Vaz, Sílvia; Carvalho, Orlancina; Lima, Vanda; Morgado, Luísa; Fonseca, Luís; Doiro, Manuel; Santos, GilbertoThe main purpose of this article is to depict the integration of Lean tools with requirements of ISO 9001:2015 standard as an operationalisation and support tool for a Quality Management System (QMS). The research was carried out through a questionnaire, which was sent to 2040 Portuguese companies. From the two hundred responses, 77 of them were validated (companies certified by at least one quality management system and which simultaneously have lean six sigma (LSS) tools and/or techniques implemented) corresponding to the sample of this study. Additionally, the research was also based on a case study in a footwear company where the model was applied. This research proposes a model for integrating Lean tools and requirements of ISO 9001:2015. This integration allows the QMS to become more practical and dynamic, reinforcing the creation of value for the organisation. As main benefits, we can highlight, among others: improvement of problem solving, waste reduction, improvement in internal communication, and increase in productivity. Thisarticle aims at becoming a relevant contribution to business management as it displays the main tools and methodologies to implement and sustain a QMS.
- SMED methodology applied to the deep drawing process in the automotive industryPublication . Vieira, A.M.; Silva, F.J.G.; Campilho, R.D.S.G.; Ferreira, Luís Pinto; Sá, José Carlos; Pereira, Maria TeresaThe automotive industry has evolved, becoming increasingly demanding. Thus, it becomes necessary to increase the availability of equipment, reacting efficiently to be able to respond to customer requests. Nowadays, the strong development of this industry is based on three main pillars: competitiveness, product quality and response time to requests. The focus of this work is to increase the availability of a deep drawing machine with extremely high setup time, with the main objective of reducing the average setup time by 20%. This reduction is even more important when it comes to the internal setup time, the time the machine is stopped. Thus, the Single-Minute Exchange of Die technique was applied and work standards were improved to reduce the equipment setup time, increasing the machine availability, leading to a production increased output. As a result of this work, it was possible to standardize setup, reducing 38% of total machine setup time, 53% of internal setup time and increasing 7.7% of OEE (Overall Equipment Effectiveness) availability.
- B Impact Assessment as a Sustainable Tool: Analysis of the Certification ModelPublication . Silva, Vítor; Lima, Vanda; Sá, José Carlos; Fonseca, Luís; Santos, GilbertoCurrently, certification is an essential tool for a company’s sustainability and a seal of trust for the stakeholders. The B Corporation (B Corp) certification system is in line with the leading indicators of sustainable development and social responsibility published by the general assembly of the United Nations, namely: environment, community, workers, customers, and governance. Nevertheless, it is essential that academic research should empirically assess the B Corp model’s reliability for its validation and legitimization. In this study, we address the results of the B Impact Assessment of 2262 companies certified by B Corp from the beginning of 2017 to March 2021. The main objective is to analyze the B Impact Assessment, verifying the robustness and consistency of the model to measure and improve the economic, social, and environmental impact of companies. We analyzed the construct’s validity through a confirmatory factorial analysis using AMOS statistical software. The results allowed us to identify some weaknesses and limitations of the B Impact Assessment. This certification system reflects an unadjusted model where the main assessment indicators have problems with regard to the measurement scale. The governance and customer indicators are the most vulnerable. The findings also allow us to state that there are apparently no minimum values established for each of the parameters evaluated, which may cause imbalances in the sustainable development process of B Corp companies. This research contributes to enhancing B Impact Assessment as a sustainability tool, highlighting areas for improvement concerning the indicators’ measurement scales and the assessment process, including the monitoring of evaluators.
- B Corp versus ISO 9001 and 14001 certifications: Aligned, or alternative paths, towards sustainable development?Publication . Fonseca, Luís; Silva, Vitor; Sá, José Carlos; Lima, Vanda; Santos, Gilberto; Silva, RuiCorporate social responsibility (CSR) emerged to deliver sustainable economic, environmental, and social value to organization's extended stakeholders and society in general. This study investigates the similarities, differences, and relationships between B Corp, ISO 9001, and ISO 14001 certifications and is supported by a mixed research methodology and a sample of 701 B Corp companies certified between January 2020 and March 2021. The results indicate that ISO 14001 and ISO 9001 certified B Corp companies have statistically higher scores for the Environment dimension but are inconclusive, or even contradictory, for the other BIA (B Impact Assessment) dimensions. Differences in size, activity sector and geographical location are discussed. It is shown that both B Corp, ISO 9001 and 14001 certified companies, guided by different missions and business models, contribute, at different levels, towards CSR and sustainable development goals.
- New conceptual model of Reverse Logistics of a worldwide Fashion CompanyPublication . Pereira, Maria Teresa Ribeiro; Pinto Ferreira, Luís; Sá, José Carlos; Silva, F.J.G.This paper focuses on the logistics activity of the Outlet Retail industry of accessories and clothing items produced by a Portuguese fashion company, operated by an also Portuguese Third-Party Logistics providers (3PL). The main goal of this study is to address and analyze the current business and process model used by the Portuguese 3PL, to compare it with other existing models within the state-of-art, and to design a new conceptual model for 3PL’s reverse logistics activities in the Clothing and Fashion Industry. The second main goal is to identify improvement opportunities, while observing and mapping logistic activities, in order to increase productivity, reduce costs, and improve the quality of the service. The analysis was supported by Lean and Supply Chain methodologies and by appropriate tools like the Value Stream Mapping (VSM). VSM contributed to map the business processes in a structured and systematic way and provided a wide perception of the value chain to identify the waste that could be reduced. The data used to feed the VSM was collected by cycle time measurements and also data analytics. After the analysis, a new Value Stream Proposal was presented for that business model, as well as the gains achieved by the execution of technologic and lean-based improvement actions. Finally, this paper presents a Conceptual Business Model for 3PL’s Reverse Logistics in the Clothing and Fashion Industry.
- New conceptual model of Reverse Logistics of a worldwide Fashion CompanyPublication . Janeiro, Ricardo; Pereira, Maria Teresa; Ferreira, Luís Pinto; Sá, José Carlos; Silva, Francisco J. G.This paper focuses on the logistics activity of the Outlet Retail industry of accessories and clothing items produced by a Portuguese fashion company, operated by an also Portuguese Third-Party Logistics providers (3PL). The main goal of this study is to address and analyze the current business and process model used by the Portuguese 3PL, to compare it with other existing models within the state-of-art, and to design a new conceptual model for 3PL’s reverse logistics activities in the Clothing and Fashion Industry. The second main goal is to identify improvement opportunities, while observing and mapping logistic activities, in order to increase productivity, reduce costs, and improve the quality of the service. The analysis was supported by Lean and Supply Chain methodologies and by appropriate tools like the Value Stream Mapping (VSM). VSM contributed to map the business processes in a structured and systematic way and provided a wide perception of the value chain to identify the waste that could be reduced. The data used to feed the VSM was collected by cycle time measurements and also data analytics. After the analysis, a new Value Stream Proposal was presented for that business model, as well as the gains achieved by the execution of technologic and lean-based improvement actions. Finally, this paper presents a Conceptual Business Model for 3PL’s Reverse Logistics in the Clothing and Fashion Industry.
- B Corp versus ISO 9001 and 14001 certifications: Aligned, or alternative paths, towards sustainable development?Publication . Fonseca, Luís; Silva, Vitor; Sá, José Carlos; Lima, Vanda; Santos, Gilberto; Silva, RuiCorporate social responsibility (CSR) emerged to deliver sustainable economic, environmental, and social value to organization's extended stakeholders and society in general. This study investigates the similarities, differences, and relationships between B Corp, ISO 9001, and ISO 14001 certifications and is supported by a mixed research methodology and a sample of 701 B Corp companies certified between January 2020 and March 2021. The results indicate that ISO 14001 and ISO 9001 certified B Corp companies have statistically higher scores for the Environment dimension but are inconclusive, or even contradictory, for the other BIA (B Impact Assessment) dimensions. Differences in size, activity sector and geographical location are discussed. It is shown that both B Corp, ISO 9001 and 14001 certified companies, guided by different missions and business models, contribute, at different levels, towards CSR and sustainable development goals.
- Warehouse operations logistics improvement in a cork stopper factoryPublication . Martins, Rita; Pereira, Maria Teresa; Pinto Ferreira, Luís; Sá, José Carlos; Silva, F.J.G.In a market that is increasingly competitive, the success depends on the efficiency levels of the implemented processes, highlighting the importance of the operations related to the warehouse management in the logistics flow. This research focuses on the improvement of management and logistic flows within a Portuguese cork stopper production factory. The primary goal is to maximize the warehouse stocking capacity and to improve logistics operations associated to that. By using procedure mapping techniques, data analysis, and direct time monitoring, it was possible to identify non value added times, as well as the associated causes and impacts, inadequate planning, and sizing of the warehouse layouts that were causing significant negative impact in terms of efficiency management. Using lean thinking philosophy, several improvement suggestions were presented to mitigate the problems identified.
- Lean six-sigma implementation in an automobile axle manufacturing industry: A case studyPublication . Guleria, Prateek; Pathania, Abhilash; Sharma, Shubham; Sá, José CarlosContinuous improvement in the manufacturing industries is the prime requirement to make the organization profitable. Lean manufacturing and six sigma are old techniques to improve the production of the industry by eliminating waste. These tools help the industry to grow worldwide in the competitive environment. This paper is based on the case study of a well-known automobile transmission components manufacturing industry. This industry manufactures about 33 types of axles for different vehicles and was facing the problem of rejection in one of its rear axle components. The industry was losing Rs. 7,33,000/- every month due to rejection of this rear axle. Lean six sigma (LSS) was the tool implemented to find and eliminate wastages. The current state map was made for this product by using historical three months data from the industry. The layout of the shopfloor was changed to reduce the transportation of the product and to manage the space for best utilization. 5S was implemented to make everything easily assessable. Drastic improvements have been achieved after the successful implementation of LSS like the rejection rate was reduced from 10.4% to 3.20 %. The shop floor area for processing the axles has been reduced from 252 m2 to 90 m2 after change in layout. The distance travelled by the material was reduced from 4050 m to 809 m. The sigma level was also improved from 3.34 to 3.94. The lead time was reduced from 12 days to 11 days.