User:Nicholas Fredian

1	Introduction

This product focuses on the analysis on an organizations ability to meet the triple bottom line commitments through operations management while increasing productivity and reducing costs and increase revenue. Creating a long term return and producing capital flow to support the return can be classified as the economic dimension of sustainability. Environmental sustainability can be characterized as mitigating effects on the environment while utilizing natural resources of the organization (Bauman, 2015). The organizations ability to promote the development and enhancement of skills and capabilities of the current generation and the next, are the general outcomes of social sustainability.

2	Analysis

Fixed cost and variable cost are important factors for an organization and sustainability as a part of production cost. Fixed costs cover items of depreciation, variable cost covers materials used and items relating to production within the organization (Anders Johansson, 2020). Operations management allows organizations to ensure value towards society while achieving set goals with the successful use of resources (Erkan Bayraktar, 2007). An earlier argument by (Skinner, 1985) states that Operation Management firstly focused on the cost aspect but with the 21st century the main focus has gravitated towards the focus on quality through the collaboration of detailed information. Further argued by (Angappa Gunasekaran, 2012) Operations Management has evolved into multiple phases supply chain management, productivity and competitive strategies, physical inflow of materials, production planning and control and material outflow. Operations management has multiple approaches (1 process approach) this follows the P-D-C-A cycle plan, do, check, act (P.N Mukherjee, 2009). The second approach is the IS 9000:2000 this encourages a quality management system which focuses on 4 major clauses (1 Improvement of the quality management system, 2) customer requirement, (3 product realization, (4 customer satisfaction (P.N Mukherjee, 2009). The additional process is statistical and six sigma approach this is a Statistical Process Control mainly process oriented, this approach keeps the control limits at Six Sigma which ensures perfect performance of the product. Reducing variations, reducing defects, improving yield, customer satisfaction, improving the bottom line and top line (P.N Mukherjee, 2009).

2.1	Productivity and Operations Management and Health and Safety

(Erkan Bayraktar, 2007) Argues that productivity is greatly affected by the advancements made in production line machinery and technology combined with the increased competition with each market. In manufacturing organizations smart machines currently offer self-scheduling, self-maintenance generally allowing shorter production cycles. Productivity is defined as the quantity input to output within frame while considering quality (P.N Mukherjee, 2009). Based on (Peter Hasle, 2021) health and safety management has always been considered separate from operations management and giving little to no attention. It is further stated that health and safety management if integrated can assist is achieving the organizations set goals. It is recognised that in the automation of operational tasks worker roles and functions change creating an environment where the worker is now tasked with daily autonomous decision making ultimately giving the manager less control becoming dependent on the worker to ensure seamless production continues. The new focus of employee well-being has become a vital factor in organizations that work towards sustainability, highlighting that it is not only acceptable to only control major risks and accidents, it is also feasible to focus on the well-being of workers (I. Ehnert, 2011). (D.J Provan, 2018) Indicates that focusing on social relations with stakeholders can aid in the integration of health and safety with operations management and the recognition of workers for their contribution to overall performance and increasing their wellbeing. The combination of health and safety management and operations management using lean boards, kaizen events and design processes, allowing both groups to participate in each other meetings and working closer (Peter Hasle, 2021).

2.2	Total Quality Management

Seeking to integrate organizational functions such as marketing, finance, design, engineering, production and customer service while successfully meeting the requirements of customers, management, employees, suppliers, and vendors. The environment that is created by the adaptation of total quality management positively empowers the employees in problem solving while maintaining focus on quality assurance (D Chang, 2007). (Guilherme Tortorella and Ricardo Giglio, 2020) States that the development of innovative actions within employees are directly contributed to total quality management due to employees being accounted for performance and improvement. (Todorut, 2012) Argues that ISO 9004 has become a vital management approach proceeding a, major economic crisis to ensure the restoration of and systemic improvements, the idea of sustainable success through strategic management factors like •	Identify requirements of stakeholders •	Identify the long term satisfaction results of stakeholders •	Review the skills, technology needed and resources •	Construction of policies that depict vision and values of organization •	Preparation of objectives considering the requirements and expectation of stakeholders •	Identify risks •	Ensure that continued improvement and learning is present.

2.3	Environmental Stewardship

Covering the protection of soil, water, erosion prevention, water pollution, flood, wildlife, archaeological sites, countryside, livestock and varieties environmental stewardship has evolved due to unsustainability within the global environment which has increased the effect of damage on the planet (Muhammed Hafiz Azizan, 2012). (Muhammed Hafiz Azizan, 2012) Additionally argues that religion can play a fundamental role in environmental stewardship using the proposed ES model Religion = Value=Belief= obligation to the pro environmental norms Another study based on the pollution of rivers shows 52% of participants agreed that taking direct action like garbage removal while 38% confirmed to taking no action, leaving 10% taking inactive action by donating to garbage removal (Sarah Gottwald, 2020).

2.4	Human Resource Management and Environment

Gaining a competitive advantage requires human resource to depict organizational value, the valuable resources within the organization allow the formulation of strategies which contributes to increased efficiency and efficacy (Barney, 1991). Human resource adds value to organization due to the individual variations and differences in skills and levels of each worker accumulatively adding value to the organization (Patricia Ordo´n˜ez de Pablos, 2008). Combining the HRM and worker skills contributes to the increase in organization profit, allowing the flexibility of the organization in utilizing the skillset or behavior of employees instead of adhering to the rigid operating procedures. This flexibility combined with setting strategic goals increases the accessibility of the organization to fit into the competitive environment.

3	Conclusion

The effects of operations management on the organization directly focuses not only on the profit by additionally on the effects on society and the fulfilment of organizations goals. Each phase of the operation management equally contributes to the sustainability of the triple bottom line. The factor or productivity is directly linked to the operation management, allowing the employees to be held responsible for functional tasks and while maintaining the manufacturing process generally increasing the productivity of the organization and working towards sustainability. Health and safety is an equal contributing factor that if often regarded as an individual process and highly over looked. The combination of health and safety management and operations management increases organization performance and promotes employee and personnel well-being. Key environmental factors remain when considering environmental stewardship while individual studies support findings that identify the link between environmental stewardship and personal preference to be rational. The competitive environment encourages organizations to harness the skillset of workers which individually adds value to organizations based on each skill set and behavior, combined with the flexibility organizations encourage the utilization of these skillsets to attain and maintain sustainability. 4	Recommendation

Discussing sustainability within the organization incorporates all above mention management factors. Key elements in sustainability within the organization is the employee. The above findings indicate that value added from the employee contributes heavily the profit gaining, environmental and the product success. Development and improvement of employee skills and wellbeing incentivize high productivity and organization culture. Factors such as resources and stockholders are additionally held in consideration.

5	References

Anders Johansson, L. G. L. P., 2020. Sustainable operations management through development of unit cost performance measurement. Procedia Manufacturing, Volume 43, pp. 344-351. Angappa Gunasekaran, E. W. N., 2012. The future of operations management: An outlook and analysis. Int. J. Production Economics, Volume 135, pp. 687-701. Barney, J., 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1), pp. 99-120. Bauman, S., 2015. What is sustainability?. UNT Health Science Center. D Chang, K. S., 2007. Exploring the correspondence between total quality management and Peter Senge’s disciplines of a learning organization: a Taiwan perspective. Total Quality Management & Business Excellence, 18(7), pp. 807-822. D.J Provan, S. D. A. R., 2018. Benefactor or burden: Exploring the professional identity of safety professionals. Erkan Bayraktar, M. J. E. T. T. W., 2007. Evolution of operations management: past, present and future. Management Research News, 30(11), pp. 843-871. Guilherme Tortorella and Ricardo Giglio, F. S. F. R. S., 2020. Mediating role of learning organization on the relationship between total quality management and operational performance in Brazilian manufacturers. Journal of Manufacturing Technology Management, 31(3), pp. 524-551. Hsieh, P.-N., 2010. Addendum to ‘‘an assessment of world-wide research productivity inproduction and operations management. Int. J. Production Economics, Volume 125, pp. 335-338. I. Ehnert, W. H. a. K. Z., 2011. Sustainability and human resource management. The future of employment relations. Muhammed Hafiz Azizan, N. A. W., 2012. A Proposed Model on Environmental Stewardship. nternational Congress on Interdisciplinary Business and Social Science, Volume 65, pp. 587-592. P.N Mukherjee, T. K., 2009. Operations Managment and Productivty Techniques. New Delhi: PHI Learning Private Limited. Patricia Ordo´n˜ez de Pablos, M. D. L., 2008. Competencies and human resource management: implications for organizational competitive advantage. JOURNAL OF KNOWLEDGE MANAGEMENT, 12(6), pp. 48-55. Peter Hasle, C. U. M. D. H., 2021. Integrating operations management and occupational health and safety: A necessary part of safety science!. Safety Science, Volume 139, pp. 1-8. Pritidhara Hota, B. N. P. S., 2020. Integration of total quality management principles to enhance qualityeducation in management institutions of odisha. Materials Today: Proceedings, pp. 1-11. S Wang, R. N., 2010. Knowledge sharing: a review and directions for future research. Human, Volume 20, pp. 115-131. Saeed Rahimpour Golroudbarya, S. M. Z. U. A. A. K., 2019. Sustainable Operations Management in Logistics Using Simulations and Modelling: A Framework for Decision Making in Delivery Management. Procedia Manufacturing, Volume 30, pp. 627-634. Sarah Gottwald, R. C. S., 2020. Preserving ones meaningful place or not? Understanding environmentalstewardship behaviour in river landscapes. Landscape and Urban Planning, Volume 198, pp. 2-17. Skinner, W., 1985. The taming of lions: how manufacturing leadership evolved. The Uneasy Alliance: Managing the Productivity–Technology Dilemma, pp. 1780-1984. Todorut, A. V., 2012. Sustainable development of organizations through total quality management. Procedia - Social and Behavioral Sciences, Volume 62, pp. 927-931. Yousaf Ali, A. Y. A. U. K. H. P., 2020. Impact of Lean, Six Sigma and environmental sustainability on the performance of SMEs. Lean, Six Sigma and environment, pp. 1-25.

6	Bibliography

Anders Johansson, L. G. L. P., 2020. Sustainable operations management through development of unit cost performance measurement. Procedia Manufacturing, Volume 43, pp. 344-351. Angappa Gunasekaran, E. W. N., 2012. The future of operations management: An outlook and analysis. Int. J. Production Economics, Volume 135, pp. 687-701. Barney, J., 1991. Firm resources and sustained competitive advantage. Journal of Management, 17(1), pp. 99-120. Bauman, S., 2015. What is sustainability?. UNT Health Science Center. D Chang, K. S., 2007. Exploring the correspondence between total quality management and Peter Senge’s disciplines of a learning organization: a Taiwan perspective. Total Quality Management & Business Excellence, 18(7), pp. 807-822. D.J Provan, S. D. A. R., 2018. Benefactor or burden: Exploring the professional identity of safety professionals. Erkan Bayraktar, M. J. E. T. T. W., 2007. Evolution of operations management: past, present and future. Management Research News, 30(11), pp. 843-871. Guilherme Tortorella and Ricardo Giglio, F. S. F. R. S., 2020. Mediating role of learning organization on the relationship between total quality management and operational performance in Brazilian manufacturers. Journal of Manufacturing Technology Management, 31(3), pp. 524-551. Hsieh, P.-N., 2010. Addendum to ‘‘an assessment of world-wide research productivity inproduction and operations management. Int. J. Production Economics, Volume 125, pp. 335-338. I. Ehnert, W. H. a. K. Z., 2011. Sustainability and human resource management. The future of employment relations. Muhammed Hafiz Azizan, N. A. W., 2012. A Proposed Model on Environmental Stewardship. international Congress on Interdisciplinary Business and Social Science, Volume 65, pp. 587-592. P.N Mukherjee, T. K., 2009. Operations Management and Productivity Techniques. New Delhi: PHI Learning Private Limited. Patricia Ordo´n˜ez de Pablos, M. D. L., 2008. Competencies and human resource management: implications for organizational competitive advantage. JOURNAL OF KNOWLEDGE MANAGEMENT, 12(6), pp. 48-55. Peter Hasle, C. U. M. D. H., 2021. Integrating operations management and occupational health and safety: A necessary part of safety science!. Safety Science, Volume 139, pp. 1-8. Pritidhara Hota, B. N. P. S., 2020. Integration of total quality management principles to enhance qualityeducation in management institutions of odisha. Materials Today: Proceedings, pp. 1-11. S Wang, R. N., 2010. Knowledge sharing: a review and directions for future research. Human, Volume 20, pp. 115-131. Saeed Rahimpour Golroudbarya, S. M. Z. U. A. A. K., 2019. Sustainable Operations Management in Logistics Using Simulations and Modelling: A Framework for Decision Making in Delivery Management. Procedia Manufacturing, Volume 30, pp. 627-634. Sarah Gottwald, R. C. S., 2020. Preserving ones meaningful place or not? Understanding environmentalstewardship behaviour in river landscapes. Landscape and Urban Planning, Volume 198, pp. 2-17. Skinner, W., 1985. The taming of lions: how manufacturing leadership evolved. The Uneasy Alliance: Managing the Productivity–Technology Dilemma, pp. 1780-1984. Todorut, A. V., 2012. Sustainable development of organizations through total quality management. Procedia - Social and Behavioral Sciences, Volume 62, pp. 927-931. Yousaf Ali, A. Y. A. U. K. H. P., 2020. Impact of Lean, Six Sigma and environmental sustainability on the performance of SMEs. Lean, Six Sigma and environment, pp. 1-25.