Sustainable Strategy Management Assessment Team B: K. Carey

Sustainable Strategy Management Assessmentteam B: K. Carey, J. Daniels, C. Gilbert, E. McCarter, E.

Sustainable Strategy Management Assessmentteam B: K. Carey, J. Daniels, C. Gilbert, E. McCarter, E. McCutcheon, and R. Tinkle MGT/360 February 13, 2017 Anthony Tumolo 1 SUSTAINABLE STRATEGY MANAGEMENT ASSESSMENT 2 Sustainable Strategy Management Assessment Intro here Methods of Sustainable Practices Most companies are accustomed to first setting their goals, performance indicators and metrics; then they will then apply those actions to sustainability. Having sustainability indicators will show the company where you need to base your work on the specific areas of sustainability and will help to measure your performance and improvement. They can help you to identify and prioritize your sustainability activities. Deciding what you are going to target will help you to develop your procedures for measuring and reporting and environmental management ("MSA", 2017).

There can be times where what you measured might be more of an indicator of your performance then being an exact measure. For example, that happens in social sustainability areas. Whereas environmental damage can easily show up on how your business impacts the community and those within. Because of this, it makes more sense to choose indicators that work best for what you are looking at achieving. When organizations are deciding on which indicators to use for their sustainability strategies and activities they need to keep in mind the SMART Plan.

Specific, Measureable, Achievable, Realistic and Timely. This will help to think about how to measure them ("MSA", 2017). Some examples of some sustainability indicators are: Environmental: Resource consumptions rates Quality of air, soil and water Embedded or embodied carbon Social: Rate of complaints and how they have been addressed Employee turnover rates and costs Number of safety incidents and environmental accidents with an impact on the community or workers. Economic : Value stream/customer value Productivity Waste Bottom line – single or triple ("Msa", 2017) Challenges to Sustainable Policy Implementation Info here Strategies for Developing a Culture of Sustainability Info here Analyzing Roles in Managing Proposed Environmental changes Info here Combining Leadership and Communication Strategies Info here Conclusion References Last, F. M. (2017). Book title (2nd ed.). City of Publication, AK: publisher. (this format for books) Last, F. M. (2017, Jan 1). Title. Retrieved from (this format for websites) Last, F. M. (2017, Jan 1) Title. Newpaper Name. Retrieved from **(red ones are samples) MSA. (2017). Retrieved from Homework 1: Care was taken to operate a metal casting process so that no assignable causes in variation were introduced, and randomly selected castings were weighed.

The target weight of the castings was 28 pounds. The following weights came from 30 random observations. 28..............................96 Estimate the standard deviation of the process. What is the Cp if the specifications are 28.0 + 0.1 pounds?

Paper For Above instruction

The assessment question presents a comprehensive overview of sustainable strategy management, emphasizing the importance of establishing and measuring sustainability indicators within organizations. It underscores the necessity for companies to develop targeted, measurable, achievable, realistic, and timely (SMART) indicators to effectively monitor their sustainability efforts. Additionally, it briefly discusses practical examples of sustainability metrics across environmental, social, and economic domains, alongside the challenges of policy implementation and cultural development. The latter part introduces a statistical process control (SPC) problem involving the estimation of process deviation and process capability index (Cp) in a manufacturing setting, specifically related to weight consistency of casting products.

In this paper, we explore the fundamental principles of sustainable strategy management and the significance of relevant indicators in guiding organizational efforts toward sustainability. The core idea is that measurement and data collection enable organizations to identify their strengths and weaknesses in sustainability practices, facilitating continuous improvement and strategic alignment. The adoption of SMART criteria ensures that indicators are meaningful, actionable, and timely, thus fostering better decision-making and reporting.

Sustainable practices rely on a structured approach that involves selecting appropriate metrics for environmental, social, and economic impacts. Environmental indicators, such as resource consumption rates and levels of air, soil, and water quality, directly reflect the ecological footprint of business activities. For social sustainability, metrics like complaint rates, employee turnover, and safety incidents serve as proxies for organizational social responsibility and community impact. Economic indicators like productivity, waste reduction, and value streams help gauge the financial health tied to sustainability initiatives. Collectively, these indicators enable organizations to monitor their progress, prioritize activities, and demonstrate accountability in sustainability efforts.

The implementation of sustainable policies faces several challenges, including organizational resistance, resource constraints, and the difficulty of quantifying social impacts. To overcome these obstacles, developing a sustainable culture through leadership commitment, effective communication, and employee engagement is essential. Strategies such as integrating sustainability goals into corporate values, providing training, and incentivizing sustainable behaviors are critical for fostering a corporate culture aligned with sustainability principles.

Analyzing roles within an organization is crucial for managing environmental changes efficiently. Clear delineation of responsibilities ensures accountability and streamlines sustainability initiatives. Leadership plays a vital role in embedding sustainability into organizational strategy, supported by transparent communication and stakeholder engagement. Collaboration across departments enhances the effectiveness of sustainability efforts and fosters innovation and continuous improvement.

Regarding the statistical problem involving casting weights, the goal is to estimate the process standard deviation based on a sample of 30 observations, presumed to follow a normal distribution with a target weight of 28 pounds. Using the data provided, the standard deviation can be estimated using the sample range or variance. Without specific data points, a typical approach involves calculating the standard deviation from the range or sample variance obtained from the observational data.

Furthermore, the process capability index (Cp) assesses whether the process variation is within the specified limits. Given the standard deviation estimate, the Cp is calculated as the difference between the upper and lower specification limits divided by six times the estimated standard deviation. For the specified limits of 28.0 ± 0.1 pounds, the width is 0.2, and the formula assesses whether the process is capable of producing within-specification outputs consistently.

This comprehensive approach integrates sustainability metrics with statistical quality control to illustrate the importance of measurement, analysis, and continuous improvement in both organizational sustainability efforts and manufacturing processes. Ultimately, organizations equipped with relevant indicators and robust statistical tools are better positioned to achieve sustainable excellence and operational efficiency.

References

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• Harvard Business Review. (2016). The Comprehensive Business Case for Sustainability. Harvard Business Publishing.
• ISO 14001:2015. Environmental management systems — Requirements with guidance for use. International Organization for Standardization.
• Montgomery, D. C. (2012). Introduction to Statistical Quality Control (7th ed.). John Wiley & Sons.
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