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Recently we discussed the ‘why’ behind producing sustainability reports. This debate tends to rage on as some feel we ought to produce sustainability reports, others find value in the process, and others think they are worthless documents, designed only to cultivate prestige and foster a sense of progression in a field where so many lag.
For more than a decade now, many leading global organizations have produced some form of sustainability report. Sometimes these documents manifest in reports sent directly to stakeholders, and in other cases they adhere to specific guidelines defined by external reporting or sometimes regulatory bodies.
Today, Environment, Health & Safety (EHS) programs are so prevalent across global manufacturing organizations, at first thought, providing a definition can feel redundant and unnecessary. However, in the midst of emerging best practices, shiny new tools and technologies, and a plethora of metrics to capture and analyze events and actions, it can be easy to forget what EHS actually is as well as how and why it emerged.
Here at LNS, we’ve delved deeply into some key areas of business performance and Operational Excellence in recent years, including Enterprise Quality Management, Manufacturing Operations Management (MOM), and Industrial Energy Management (IEM).
In the realm of health and safety management, few topics have been a greater source of ongoing controversy over the years than Behavior-Based Safety (BBS). Some safety professionals believe this approach to environment, health, and safety (EHS) management helps reduce worker error, thereby minimizing health and safety incidents and, ultimately, saving lives. Others, however, think the approach is inherently flawed and suffers from a lack of quantifiable metrics and actionable intelligence.
Today, industrial manufacturing companies are facing greater operational and regulatory burdens than ever before. And while most companies have a strong annual focus on growing financially, the new realities of the business climate have made many organizations see that growth can only occur if operations are efficient and harmonized with sustainability initiatives. This is where Industrial Energy Management (IEM) can and does play a big role in helping to see and handle the larger overall energy picture.
As manufacturers move to more of a ‘service-based’ business model, they are becoming increasingly motivated to manage the complete lifecycle of an asset. As a result, we’re seeing how predictive maintenance can help in this journey—as this approach is applied to products, it can also be applied to high-value manufacturing assets. Take Rolls-Royce. Instead of limiting itself to remain a standard manufacturing-based enterprise, it has blurred the lines between product and service by selling ‘hours of flight’ instead of simply selling airline engines.
It seems like an age ago now, but the recent EPA coal-fired plant rules, announced earlier this month by Environmental Protection Agency (EPA) head Gina McCarthy, are still sending seismic waves across not only the coal sector, but across the many industries that rely on coal power.
The World Cup commences. What a beautiful time of global kinship and camaraderie mixed with a good dose of national animosity. Every four years we have this great opportunity to support our separate nations and cultural heritages as they vie for the prize, while at the same time coming together with our friends to mark the grandest tournament of the Great Game.
Although manufacturing and industrial companies are fueled by innovation and technological advancements, it's often the directly quantifiable improvements that get the most immediate public attention. But fear not, for two years and counting, the team over at Environmental Leader has been making an effort to recognize the newest and most innovative products and projects to highlight all of the great things being done in the space.
© 2014 matthewlittlefield.com