Organisational responsibility and worker commitment: The alignment of lean manufacturing and the triple bottom line

This chapter considers the alignment of traditional operations programmes (i.e., lean manufacturing) and the triple bottom line. Specifically, lean manufacturing is considered both because of its recognised role in enhancing operational performance and because of the current discussion in the operations management literature about the impact of lean manufacturing on environmental and social performance. Indeed, lean manufacturing is suggested to have both positive and negative effects on social and environmental performance. This book focuses on the roles of organisational responsibility and worker commitment to sustainability in achieving this alignment. Organisational responsibility allows the choice of a new set of integrated, sustainable lean programmes. This new set of programmes, which leverage both sustainability and operations principles, enables the enhancement of the triple bottom line. Additionally, worker commitment has an impact on the choice of incremental environmental and social programmes related to lean manufacturing. Finally, worker commitment is crucial in implementing sustainable lean programmes, enhancing the positive impact of such programmes on the triple bottom line and promoting sustainable orientation and behaviour among workers.