From Lean 5S to 7S Methodology Implementing Corporate Social Responsibility Concept

Round 1

Reviewer 1 Report

The subject of the article and the problem of the relationship between the concept of process management and sustainable development is certainly important and interesting. For my part, I would like to point out that: on the one hand, Just In Time deliveries can increase the external costs of transport, but on the other hand, the elimination of waste contributes to reducing the negative impact on the environment.

However, I have a few specific comments.

From the very title it can be seen that the authors were probably in a hurry to write this article and did not fully think what it was about. CSR cannot be a tool because it is a concept, and most of all it is the application of Lean Management that has an impact on sustainable development, not the other way around. So the title should rather read: "Extension of the Lean 5S methodology to 7S as the implementation of the concept of Corporate Social Responsibility ".

As the authors noted, I have removed the word "quality" because I think it is better to concentrate on one problem.

But the question is if the 7S is really needed - does 6S alone contribute to the reduction of social costs? The authors themselves write in the abstract:

„so those companies that have implemented Lean tools like the 6S are organizations concerned with sustainability, so the thesis that organizations with a continuous improvement culture, are more likely to seek excellence on every aspect, including sustainability, is validated”.

So maybe 6S or even 5S is enough to achieve the goals of sustainable development?

The authors emphasize several times that:

„Consequently, it is remarkable how LEAN tools, including the 6S, implies a better sustainability performance such as reducing environmental waste, emissions, energy, or water consumption, therefore, is related to the sustainability and Corporate Social Responsibility (CSR) concepts.”

Of course authors write:

„In conclusion, it can be said that with the 6S tool, there is a high organizational quality, but with the application of the 7S a superior organizational quality can be achieved.”

So do the authors believe that simply increasing 6S to 7S will increase the positive environmental impact of process management? Such a thesis must be proved.

I would also advise the authors to consider whether some of the terms such as methodology or strategy are not abused. 5S is referred to as "system", "method". I think this is one of the tools.

„So, with this research, it is intended to find empirical evidence of the positive relationship that exists between the level of development of policies in CSR and the level of implementation of LEAN tools, and specifically the 6S. […]

And in my opinion this could be a sufficient research goal. But authors add:

„In addition, according to this relation, it is identified how organizations could improve its high level of quality, if instead of just implementing the 6S tool, they implement the 7S tool (including CSR) in their corporate strategy.”

Anyway, I am not convinced what the point of adding even the addition of 6S made sense. The 5S rules lead to the elimination of losses, and consequently to reduce costs, improve quality, but can also help to increase safety and also reduce the negative impact on the environment . Have new rules, procedures at the workplace been introduced?

„As a result of 6S activities, a clean and efficient work environment has been obtained, and improved work efficiency has been witnessed in the organization”

Could you give examples of such activities? When there were only 5S, were there more accidents?

This is a very important and perhaps key statement:

„But all this has a high cost for companies and not all are willing to pay it.”

But by implementing lean management principles, you can simultaneously increase the company's efficiency and reduce social costs? So instead of trade - off - trade – up!

Coming back to 7S - what new actions have been taken, what rules or procedures to meet the goals of sustainable development?

And when it comes to the concept of social responsibility - is it the employees of a given company that implements 6S or 7S, or the environment in which the company operates?

Weren't the "classic" principles on which the Toyota production system was built "socially responsible"?

As the authors themselves admit:

„Also, the impact of different combinations of Lean and environmental and social practices is helpful on the financial, environmental, and social performance of the organization [40].”

And:

„the 6S tool, that can foster sustainability”

Now, as for the research method used by the authors:

„The sample used consists of Spanish organizations, or those established in Spain, from different sectors, and all of them have in common being referent organizations in the application of Lean tools, and, also, in their area.”

How many companies took part in this survey and from which sectors of the economy?

The research shows very interesting conclusions:

„the ultimate objective of Lean implementation are quality improvement and sustainability improvement, among others such as costs saving and adapt to customers’ demand.”

It would appear that the relationship exists, but have these goals actually been achieved?

„CSR results shows that most of the organizations surveyed have a great level of CSR implementation according to ISO 26000:2010”

Maybe because they implemented ISO and not Lean Management (Figure 6.)?

„In conclusion, in the analyzed sample it can be affirmed that there is a relationship between the level of implementation of Lean tools and the level of development of CSR policies, which allows to affirm that those companies that have implemented Lean tools like the 6S are organizations concerned with sustainability.”

It's that those companies that

„those companies that have implemented Lean tools like the 6S are organizations concerned with sustainability”

It doesn't have to mean that:

„there is a relationship between the level of implementation of Lean tools and the level of development of CSR policies …"

Is this the opinion of the respondents or only the authors' conclusion?

In the results of the research, I do not see the answer that these companies have implemented 6S. Moreover, the research results show that even:

„Even though 5S is considered as a fundamental tool for all the respondents, none of them select it as the most effective Lean tool used on their organization”.

„1 Sustainability Robust CSR implementation” (Table 3.)

So - your seventh S is actually the first?

I can not read what is written in the frame of Figure 7.

I would suggest that the authors think about the results of their research, compare them with the results of other similar research (maybe from other countries), draw conclusions on this basis, and this could be very good and interesting material. Would it be good to show the evolution of social awareness in companies over the years presented in the literature?

As for the 7S itself, I propose to leave it for the next article or explain the concept proposed by the authors and prezent it in detail

Author Response

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Author Response File: Author Response.pdf

Reviewer 2 Report

Redo Figure 7, since the text of the flowchart is blurred and does not read correctly.

Author Response

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Reviewer 3 Report

The authors should include a case study to reflect the proposed 7S principle.

State the limitations and advantages compare to the existing method.

Figure 1 and 7 are not clear/readable so they should be revised.

Author Response

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Author Response File: Author Response.pdf

Round 2

Reviewer 1 Report

I agree with the revised article in its present form. However, I would like to advise the authors, if (as they declare) want to really continue their research, to strongly justify the need to create a "7S". I have consulted with my colleagues - Lean Management practitioners and they are very skeptical about this concept.

Author Response

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Author Response File: Author Response.pdf