Author: Lawrence Jongi
1. New machinery procurement
Clause A.6.1.1 reads: The overall intent of the process(es) established in 6.1.1 is to ensure that the organization is able to achieve the intended outcomes of its environmental management system, to prevent or reduce undesired effects, and to achieve continual improvement. The organization can ensure this by determining its risks and opportunities that need to be addressed and planning action to address them. These risks and opportunities can be related to environmental aspects, compliance obligations, other issues or other needs and expectations of interested parties.
The following can be done by manufacturing function to track environmental footprint:
As the new equipment comes with different size and operations: this also means proper signage on the work area, that integrates with the new equipment and its operational procedure, in the bid to avoid oil spillage or grease all over the place, and ultimately reduce incidences in the shop floor and protects the environment.
As the new equipment comes with it new operations challenges it is critical that the staff be trained in operating the equipment, and identify possible areas of improvements and have an eye of waste of materials and oil spillage and if the noise levels is below 70Decibels. It is at this level that the personnel, that the equipment is run-in to see its performance against material usage, energy efficiency, if it uses water to cool it down, also look into water usage, space occupied, vibrational levels. The duration of surface vibrations could be one of the basic reasons why some buildings collapse or suffer severe damage to bearing systems as a result of long-duration earthquakes despite being properly designed in accordance with current understanding (Filip Pachla, 2019). Too much vibrations from the new equipment will cause other infrastructure to vibrate at natural frequency which will cause cracks and infrastructure deterioration and some buildings might even collapse, this will take more resources, water (The virtual water consumption of residential building construction is 20.8m3/sqm, (AR. Mohamed Rameez, 2022) ) and energy for infrastructural development, which means any increase in industrial construction will adversely increase water and ultimately energy consumption. The net flux of Carbon to the atmosphere from land-use change (primarily, though not exclusively due to deforestation in the tropics) depends on the area converted, carbon density per ha, the fate of the altered land and the ecosystem processes that control fluxes of carbon. The IPCC (1990) estimate for the flux in 1980 was 0.6-2.5 GtC (IPPC, 1992), As the value of land is increasing and the bigger the land use the more the GHG during Land Use Change and also the lost opportunity to sink GHGs as more materials and water are used during infrastructural development.
Identification of cycle time of the new equipment is critical not only to the company but also, suppose if the production cycle time is unsatisfactory, this means more time will be required to fulfill an order, hence, personnel will travel from their homes to the workplace more to fulfill an order hence an increase in SCOPE1, which will ultimately increase the GHG emissions due to transportation and also due to heating, undoubtedly an increase in SCOPE2 &3. the long-term response of the atmospheric concentration of CO2 to anthropogenic emissions depends primarily on the processes that control the rate of storage of CO2 in the deep ocean and in forest biomass and soil organic matter, which have characteristic time-scales of several decades to centuries, (IPPC, 1992). The operation personnel should measure either by observation or instrument the effluent temperature of the water from the new equipment, this is critical for aquatic eco-systems which is the biggest GHG sequester.
It is critical to understand that operational managers constantly monitor the sound signature of the equipment, especially for new equipment which needs calibrations to new climate or environment or more so vibrations and noise might be caused by loose components which will result in tear and wear. This obviously will reduce the life-cycle of the equipment and hence cause more environmental footprint as the company looks for new equipment in a short space of time.
As new equipment is being purchased, it is critical to liaise with the Original Equipment Manufacturer on the least amount of material of packaging that the machinery can use during production as even a fraction of a millimeter over requirement compounded over many production units will cause un-phantomed environmental footprint.
For remanufacturing strategy is the equipment interchangeable with remanufacturing and recycling questions like these should be answered. It is at this point that the equipment should be flexible to accommodate different product ranges and different quantities i.e mass customization, as this will eliminate unwanted functions and services on products, hence reduction of waste through actual value capture and also save money, energy, materials and plant space in purchasing new equipment that produce different products and ultimately push the green agenda as explained prior in this document.
Overall, ‘classical’ resource-based theoretical thinking encourages managers to develop strong positional advantages that once created, enable above normal revenue by shielding the firm from competition, (Hannu Tuomisaari, 2013). Resource competitiveness requires managers to adopt efficient standards and practices of doing work, using resources efficiently and the work being done by efficient and competent human resource. Hence, from the word go, adopting Green-Lean Production Systems, through continuous improvement by critically understanding the concept of value creation and eliminating anything that does not add value to the product.
Waste Flow Mapping is an extension to Environmental Value Stream Mapping (EVSM) focusing on the waste management flow, including waste-supply-chain management issues and Value-value-load diagrams aim to include environmental issues in visualized material flow cost accounting, (Kurdve M, 2021). It is at this point that life-cycle assessment and sustainable value stream mapping of production process, that is looking into Non-Value Adding but Necessary Operations, Value Adding Processes and Non-Value Adding Processes and attaching an environmental KPI and an economic KPI for monitoring, controlling, evaluation and reporting. KPIs like energy consumptions per every operation or product, water consumption, material usage per product, and radiation levels. At this level the operation manager must know the amount of environmental footprint of fresh water to the site and after production of a unit; environmental footprint of each material (value adding or non-value adding or non-value adding but necessary) used per product; energy mix of the country or the company and the respective foot print of the energy profile against a unit product produced. Be it as it may remain a challenge because EVSM require direct measurement of variables which demands that the company investment in monitoring and evaluation digital equipment, which adds a cost which the end customer has to feel.
The operation manager should clearly observe the level of work in process caused by the new equipment because buffers and storage areas within the plant will cause environmental footprint to increase because of storage building amenities. Hence, it is critical to level production through takt demand planning, that is, eliminating disturbances and production mura, muda and muri by practicing Kanban, Heijunka and JIT practices. Within the same vein it is important to eliminate waste through quality assurance not quality control, standardized ISO EMS enhances quality products in the bid to eliminate rework waste, which will increase environmental footprint caused by higher energy consumption, more human hours mean more transportation of human resources to fulfil the order and more material waste.
The manufacturing team must be aware of the national and regional equipment performance standards that are regulated to license operation of equipment, so that deviations from those standards are critically monitored as an early warning sign for catastrophic breakdown that will cause a reduced equipment life-cycle and also plant shutdown.
Utilizing a green lean environmental improvement tool called Green Performance Map in manufacturing and pharma industry has proven successful results in engaging shop floor managers and operators in green kaizen and demonstrated the value of integrating the waste hierarchy model, hence operationalizing the concept of circular economy, (Kurdve M, 2021). With the continuous improvement PDCA, manufacturing team can use it to continuously improve their operations that are green in nature. However, it should be noted that sometimes in practical sense because of mura (unevenness in production) caused by fluctuating demand within a supply chain which will cause the bullwhip effect, Planning will not always start, but in Acting, nevertheless what is important is the systematic approach and documentation of all operations for continuous improvement. It is with ISO EMS that manufacturing team can integrate operations (lean) and green although it comes with its own challenges, i.e lean operations are green in nature but green operations might not be green in the sense that there remains no substitute to produce a product but to use a material that is hazardous even if we practice material usage reduction strategies.
The findings from (Birkie, 2018) research on Swedish Manufacturing Industry showed that there is need for more structured and interactive way of understanding business model innovation for sustainable production is needed and this implies that the value capture aspect of business models needs to address how different stakeholders, not just the business firm, capture different forms of value. ISO EMS provides a structured framework at least more the environmental aspects which represent a certain segment of stakeholders who are environmentally conscious, and by adopting and operationalizing ISO EMS the organization gain a competitive advantage by value capturing, however, there is need to capture other values for different stakeholders. If the manufacturing team operationalize ISO EMS in their strategy, which should undoubtedly be transcended into the company’s’ overall strategy (Bellgran Monica, 2010), this will open-up the organization to wide range of business opportunities and of-course improve the organizations’ brand. Needless to say, as social and environmental impact investment takes center stage order qualifiers (Bellgran Monica, 2010) can be sustainability of a firm.
Sustainable business models: simplified representations of the value proposition, value creation and delivery, and value capture elements, and the interactions between these elements within an organizational unit; that incorporate pro-active multi-stakeholder management, the creation of monetary and non-monetary value for a broad range of stakeholders, and hold a long-term perspective affects business (Bocken, 2021).
As the new manufacturing equipment is about to be purchased the manufacturing team must understand all the activities that the packing products is directly involved in the firm, in such regard, so as to understand their Responsibility Sharing in the Extended Producer Responsibility, (Mostafa Pazoki, 2019). Clearly understanding these value adding activities will enhance the team to assess the minimum product recovery processes, (Mattias Lindahl, 2006) needed to retrieve product’s inherent value when the packaging no longer fulfills the user’s desired needs and employ such strategies as reuse, remanufacturing, reconditioning, refurbishment, material recovery, upgrading and maintenance. Although, this requires a financial engineering skill set on the shop-floor which is a rear skill amongst technical personnel, this will equip them to clearly put a tag value on the product recovery process and package it for economic benefits. This will give strategic leaders on how the firm will contribute to the entire supply chain when on Responsibility Sharing Policy (Financial Responsibility Sharing and Physical Responsibility Sharing, (Mostafa Pazoki, 2019)), knowing the financial, physical, environmental and social implications of product recovery strategy. The ISO EMS also gives the organization an opportunity to laydown environmental objectives, according to Clause 3.2.6 of ISO EMS, this will likewise inform the manufacturing team on their level deviations from the set objectives and hence become key players in conformance to the standard.
The information structuring parts of projects therefore suffer from a scarce access to competence and knowledge from end users and domain experts, (Carlson, 2010). With ISO standard manufacturing team as the major emitter, can provide tools of information gathering throughout the product life cycle e.g Product Lifecycle Assessment tool and Customer Development Program to acquire critical information that affects the environment and value during design, manufacturing, usage and end-of-use. This will be a driver of sustainable business innovation as the manufacturing team improvise to come up with efficient and effective production systems, production processes, production methods and practices. There is always a linkage among production, social and environmental KPIs, as it is a system they will always affect each other, for when there are oil spillages on the floor, personnel can slip and get injured which will result in Lost Time Injury, resulting in production down time leading to lower productivity. Hence, Environmental Information Management System is critical for manufacturing team to track KPIs, and ask questions like, which ones are antagonizing each other, which ones are additive to each other and which one can be used to support the strategic business unit strategy or the manufacturing strategy, this is critical for Kaizen KATA. This will give birth to corporate sustainability reports, environmental impact assessment of a product before and during production, green marketing claims, (Carlson, 2010) and product lifecycle assessment. However, huge capital investment is needed to enhance data acquisition using smart transducers, embedded control systems and Industrial Internet of Things. It is equally important that although manufacturing yearns for environmental KPIs of the production system equally critical is the eco-system sensitivity, (Carlson, 2010) and also how environmental KPIs affect the overall eco-system KPIs, this complicates the whole industrial environmental metrics measurement, which will require softwares for big data analysis, which will integrate both manufacturing environmental metrics and eco-systems metrics modelling. This demands manufacturing team to have a system thinking towards the enterprise and its implications to environmental consequences and planetary boundaries, and see how simple decisions can have a snowball effect on the environment. However, it comes with it challenges as prioritizing KPIs, which KPIs are directly affected by product and production design, and what is its impact on green marketing, (Carlson, 2010).
Since products can impact the environment in many different ways the product design has many environmental improvement possibilities. Carlson cited the following perspective in product design which can be employed by manufacturing team which is supported by ISO EMS: lifecycle perspective, production processes improvement perspective, material data and environmental risk perspective and material data and recyclability. All of these possibilities provide a plethora on benefits however, a close scrutiny should be done on there benefits as a trade-off, because there is so much you can be efficient of which beyond certain levels of efficiency a law of diminishing return starts happening in our production systems. Be as it may ISO standards makes manufacturing team make an introspect of there products design impacts from lifecycle assessment, to production development and management, to hazardous material usage in production processes, and designing for the possibilities of recyclability and remanufacturability. ISO EMS make the manufacturing team competent to measure environmental performances such as energy efficiency, eco-efficiency, share of renewable materials, amount of emission, all these KPIs can be measure during production or when the product has been finished or during usage by the customer, and the best personnel to measure these metrics is the product and production designer.
To achieve a sustainable Circular Economy, a reduction in the extraction of raw materials must be explicitly addressed and not only as a theoretical possibility resulting from reuse and recycling, hence, the input side in the economy must also contribute to closing the loop, (Nilsen, 2019). With this in mind ISO EMS gives the manufacturing team various business models on circularity of products and production system, however, looking into the waste hierarchy it is not clear on intensity does circularity sustainably capture value at each level and there is no clear framework (clear guidance and policy support) on different products on how to be circular, it demands ingenuity and proficiency to realize the potential of circularity within company setup. Reduction and saving resources protect the environment but might create other economical and social negative impacts e.g in as much the globe is demanding renewable energy use with the advent of electric cars, this means all business models which takes fossil fuels as input will liquidate hence, destroying other peoples’ livelihoods.
1. Advantages and disadvantages with EMS ISO 14001:2015
It is a communicative document to show stakeholders how compliant the organization is in terms of environmental footprint, it presents the following advantages:
The purpose of this International Standard is to provide organizations with a framework to protect the environment and respond to changing environmental conditions in balance with socio-economic, (ISO, Environmental Management System, 2015). The framework provides the aims, success factors, Plan-Do-Check-Act model, organization and leadership, environmental issues, performance evaluation and improvement, guidance of use of the standards, which is exhaustive and explicit in nature. However, it is silent on how to handle conflicts of interests within an organization, evidenced by different stakeholders’ interest or different product lines within the company, that is, how to prioritize projects in such cases.
Persons should be aware of its existence, its purpose and their role in achieving the commitments, including how their work can affect the organization’s ability to fulfil its compliance obligations (ISO, Environmental Management System, 2015). Stakeholder interaction implementation strategy is critical, it is silent on organization-stakeholder relationship and interaction strategy in institutionalizing this framework, not mentioning that it leaves all the ‘other’ relevant stakeholders e.g supply chain network, customers, community and the responsible authority in awareness, although this will increase the budget of Environmental Management System (EMS) implementation.
Internal audit Clause A.9.2 of ISO EMS is explicit on engaging auditors who are ‘independent of the activity being audited, wherever practicable, and should in all cases act in a manner that is free from bias and conflict of interest’ which is great to eliminate prejudice, halo effect, and bias. However, in the Clause the phrase ‘wherever practicable’ is subjective and open to abuse during audits, because it is open ended it is not written as ‘shall’ meaning its not a requirement, of which selection of a third part auditor of such an international standard, should be very objective.
When determining what should be monitored and measured, in addition to progress on environmental objectives, the organization should consider its significant environmental aspects, compliance obligations and operational controls, Clause A.9.1.1 of ISO EMS. This is great because the organization will simply target specific KPIs with relevance to its operations, however, the term ‘should’ used in the Clause is only a recommendation which should not be so and also the term ‘significant’ in the Clause is also subject to abuse as most significant KPIs might be deliberately ignored, for example, a company might choose to only report on water usage and ignore other KPIs such as effluent temperature, pH scale, and turbidity.
In Clause A.8 of ISO EMS it is explicit to make the manufacturing organization to be flexible to select the type of operational control methods in the quest to achieve its targets. I strongly feel the framework needs to site some examples of such operational control methods, and also within Clause A.8.1 the frame needs to site examples such as: designing a process that reduce material usage, reduces the use of toxic materials, reduces noise, reduces the use of non-renewable resources. Also, the use of non-renewable resources should not exceed the use of renewable resources, in a bid to decouple. It is at this Clause that issues of circularity has to be elaborated for manufacturing firms, but if the framework omits obvious and critical topics in manufacturing industry, then its certification will be just a show.
Improve company reputation and the confidence of stakeholders through strategic communication and increase leadership involvement and engagement of employees, (ISO, ISO 14001 Key Benefits, 2015). The primary objective of the ISO standard is to communicate to stakeholders the environmental performance of the organization, needless to mention that without support of organizational leadership the ship won’t sail. However, it should be understood that an organization has diverse stakeholders who have different objectives to the firm and some of them might not require the immense document and its complex language or technical specifications, which might also complicate the issue.
Clause 3.1.1 defines management system as a set of interrelated or interacting elements of an organization to establish policies and objectives and processes to achieve those objectives and that EMS is part of the management system, by doing this the ISO standards recognizes a system thinking approach which is critical in understanding environmental issues and their interaction with other sub-systems within an organization. Achieve strategic business aims by incorporating environmental issues into business management, (ISO, ISO 14001 Key Benefits, 2015), however, this benefit needs a lot of unpacking as it is not mentioned in the standard, it takes organizational competencies to realize this potential benefit, through strategic goals alignment with the EMS.
Premium Foods quoted in (ISO, ISO 14001 Key Benefits, 2015) said “Since 2001, we have used ISO 14001 to make big improvements such as increasing our organization’s recycling rate. We have now been at “zero landfill” since March 2013 and are recycling and reusing 100 % of our site wastes. As this is a major improvement it is prudent to also measure the amount of energy used in the recycling and reusing operation so as to compare the level of GHG emission caused by energy versus simply energy recovery through incineration. Within the same vain recycling food waste on a large scale does it not pose healthy hazards to the human being, such questions need an introspect.
UPCON Corporation quoted in (ISO, ISO 14001 Key Benefits, 2015) Achieving certification to ISO 14001 in 2008 allowed us to document effectively the details of our method for all staff to share and standardize the quality of work at every site. In addition to boosting our competitiveness through more accurate quality control, ISO 14001 also strengthens our confidence in our method by demonstrating that it produces 90 % less CO2 emissions when compared to concrete replacement. What’s more, since our certification, staff engagement and motivation have increased, safe in the knowledge that they are contributing positively to the environment through our products and services.” ISO EMS can be used by operations managers as a tool to standardize operations and methods, however, the 90% being claim is subjective as GHG emissions measurement is an area filled with many assumptions and use of surrogate and secondhand information and data with no direct measurement.
Demonstrate compliance with current and future statutory and regulatory requirements (ISO, ISO 14001 Key Benefits, 2015). Standards protect the organization from law suits in case of any incident, however, this is subjective. If a company has come far in their sustainability work and can show a sustainable performance, they usually become more attractive for the customers in relation to their competitors (Glenn Johansson, 2019). Organizations using ISO 14001 have found success across a range of areas, including reduced energy and water consumption, a more systematic approach to legal compliance and an improved overall environmental performance, (ISO, ISO 14001 Key Benefits, 2015). It can be used as a competitive advantage (improvement of corporate brand image), as it will help the firm save capital, through waste reduction, material use reduction, recycling and remanufacturing strategy, however, these strategies are still low as a business model uptake, needless to mention that these activities require a considerable amount of energy which might also have a rebound effect on the GHG emissions through extensive power usage and reverse logistics.
It provides traceability and accountability as the responsible authority now knows all its manufacturing industry with its requirement and potential impacts, this makes it easier when the Environmental Management Agency of a country is making some environmental impact assessment within an area. By taking water samples and measuring noise; certain noise signature is dominant in a particular industry if its decibels and sound pressure has been measured, assessed, controlled and reported indicators; with the same token certain industry emits a particular liquid substance with a certain biological and inorganic chemical structure, which leaves a signature in the water sample and its concentration. This can be traced backed to the responsible industry with such emissions. However, a more clear and direct reporting structure is needed for efficiency of operations, for information systems developers to the specifics of structuring information systems elements for industrial environmental management, which is critical for technical and logic functionality of the components of the whole system, applicability of the system in an organizational context and the usefulness of the information system (Carlson, 2010) to the manufacturing team, for example how much contribution of noise, effluent and air pollution is from the manufacturing activities by product lines.
The environmental consciousness of customers has increased lately, hence customers are becoming more demanding on environmental issues (Glenn Johansson, 2019). Provide a competitive and financial advantage through improved efficiencies and reduced costs (ISO, ISO 14001 Key Benefits, 2015) Compliance to ISO EMS standards makes it easier for the firm to have tickets to enter into new markets as the business landscape is changing for social and environmental impact investment. Needless to say, also the perspective of investors is changing as they are now funding organizations that are sustainable.
Sustainable Business Models have the potential to act as a driver for innovation for sustainability in business, (Bocken, 2021), with this vain ISO EMS plays a critical role in this landscape, in making organizations continuously change to suit the mantra. However, this space because of many barriers such as economic, i.e less incentives to suppliers upstream in the remanufacturing supply chain can hinder supply for recycling at the same time if we increase the incentives, this can also disrupt some social and economic balance, as people might steal existing and in use materials to supply the remanufacturing industrial. It is clear that as the business environment is changing also business models are changing, which means companies that do not adapt to change are likely to not survive in the future scenario.
In order to improve the quality of international standards and to ensure the effective application of the Technical Barriers to Trade, the World Trade Organization committee has six principles that clarify and strengthen the concept of international standards to the advancement of its objectives: transparency, openness, impartiality and consensus, relevance and effectiveness, coherence, and development dimension, ISO EMS 2015 Annexure, these will increase trust amongst ISO certificate holders and even attract confidence from all stakeholders.
2. The disadvantages are as follows:
It obliges World Trade Organization members to ensure that, inter alia, voluntary standards do not create unnecessary obstacles to trade (ISO, 2015). It is imperative to mention that as some industries becomes more standardized it also presence barriers to entries of SMEs, this will create monopolies and oligopolies which will leverage the community on price of product, and complicate also the supply chain network as there will be single supplier sourcing. However, ISO EMS encourage better environmental performance of suppliers by integrating them into the organization’s business systems.
However, although in section 2.h ISO standards presence attractive advantages, it is practical to note that, even though the firm displays ISO certificate, which is transparency and openness embedded. There is always something that the company does not want the whole world to see through its process in order to protect its patents and industrial designs, which is also in accordance with ISO guidelines (ISO, ISO Standards and Patents, 2007) although patents are managed by World Intellectual Property Organization.
Parrique T et al concluded that it is both overwhelmingly clear and sobering: not only is there no empirical evidence supporting the existence of a decoupling of economic growth from environmental pressures on anywhere near the scale needed to deal with environmental breakdown, but also, and perhaps more importantly, such decoupling appears unlikely to happen in the future, (Parrique T., 2019). From such a standpoint achieving a balance between environmental, social and economic could not be so practical as declared, this requires carefully making the organization a learning organization through continuous improvements with quality and informed monitoring, evaluation and reporting structural and infrastructural investments which demands extensive capital expenditure and competent human capital.
Discussing ISO standards requires rigorous analytical skills, and since ISO standards are merely written abstracts and excessive scope it requires time, competent skills, organizational competence and extensive capital to unbundle it to fit organizational culture, organizational strategies, competitive success factors and the nature of industry or product the firm is producing. Howbeit, the benefits are astronomical if the implementation has been integrated to the overall organization strategy and aligned to all strategic business units and functional areas of the organization.
The standard has recently been revised, with key improvements such as the increased prominence of environmental management within the organization’s strategic planning processes, greater input from leadership and a stronger commitment to proactive initiatives that boost environmental performance, (ISO, ISO 14001 Key Benefits, 2015). It is prudent that directors communicate the level of priority of environmental perspective to all functional areas, and integrate these into the organizations’ strategy as all decision spanning from product design to production development systems culminates from this. It is prudent to cite that strategic leadership and shareholders are mostly inclined to Return on Investment, to make them change their business model is a mammoth task, by ‘principle of fairness’ (Boran, 2020). However, the ‘principle of cooperate effects’ (Vasudev, 2012) which states that the corporate is responsible for the effects of their actions on others. However, venture capitalist always has a way to muzzle the gun, and the community has no power to take them to task.
Working from the premise that knowledge is inherently personal and will largely remain tacit, the tacit knowledge approach typically holds that the dissemination of knowledge in an organization can best be accomplished by the transfer of people as “knowledge carriers” from one part of an organization to another. Further, this view believes that learning in an organization occurs when individuals come together under circumstances that encourage them to share their ideas and (hopefully) to develop new insights together that will lead to the creation of new knowledge (Sanchez).Implementing EMS requires both organizational and human capital competence, that is, a learning organization, which demands training of human resources, transferring of tacit and explicit knowledge systems through brainstorming sessions, job rotations, internships, and on the job training which this framework is silent about. Needless to say, transforming an organization to be a learning organization will take production time which will reduce productivity as personnel are being trained for EMS, of which ISO EMS is silent on this subject matter.
In the section of ‘Emergency Preparedness and Response’ (Clause A.8.2) in the ISO EMS, the framework is exhaustive on all areas in cases of emergencies but fails to acknowledge the fact that an organization has to have ways to acquire information through data analysis of machinery or plant on early warning signs so as to reduce the effects of any disaster or eliminate any incidence. However, the weakness of early warning signs is that it might waste resources as the company, either buy new spares or equipment in the bid to return the machinery to operational standards, resulting in so much waste in the salvage yard of spares and machinery with useful remaining life.
The failure of the framework to integrate with legends within a manufacturing firm e.g Lean Production System, Circular Economy, Green Kaizen, Sigma, Quality Management System, Design for Ecosystem and digitalization makes it hard to implement and also it becomes more complex to implement and looses popularity within the manufacturing sector. It is critical for ISO EMS to identify possible synergies and antagonist moments or Clauses to X-Production Systems (where X represents different production strategies), which goes a long way for research and development in the implementation of the ISO EMS within the manufacturing space. As all the management systems with an organization are becoming more as the day go by collaborations are required along functional areas, X-Production Systems, business units and even through the entire value chain, this will require Software as a Service (SaaS) to develop these packages into programs and integrate them through an Application Programming Interface algorithm. This will give opportunities such as micro-factories and Factory as a Service to the company. It is important to note that as integration becomes the order of the day, this will improve visibility but however trust is an issue as a turnkey enabler, through resource and reward sharing with equity.
The ISO standard does not specifically address how rewards and penalties should be distributed among the supply chain members when designing and implementing it (Mostafa Pazoki, 2019). It is critical to understand that although we can come-up with so much strategies, if it does not provide positive and negative financial and non-financial incentives, it is difficulty to witness a positive impact, because, be it as it may pragmatic decoupling is needed to support peoples’ livelihoods and also provide negative reinforcement.
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