Environmental Management System with Toyota – Case Study Example

Download full paperFile format: .doc, available for editing

The paper "Environmental Management System with Toyota" is a wonderful example of a case study on environmental studies. Environmental Management System (EMS) refers to the management of environmental programs of an organization in a comprehensive, planned, documented, and systematic approach. EMS integrates organizational structure, planning, and resources for substantial development, implementation, and maintenance of policy for the protection of the environment. From this illustration, EMS refers to the set of processes, as well as practices with the ability to enable institutions and organizations to reduce environmental implications while enhancing effectiveness and efficiency in service and products delivered in accordance with the demands and expectations of the customers.

The purpose of this research essay is to examine the implications of EMS with reference to the case of Toyota. In order to achieve this objective, the study will focus on an assessment of the benefits and shortcomings of the EMS on Toyota, as well as on society. Background Information on Toyota and Environmental Management System Toyota Company is one of the largest automobile manufacturers in the global industry. The company came into existence in 1926 by Sakichi Toyoda in Japan.

Toyota Company focuses on the execution of business across the globe in more than 170 countries and regions. The institution provides employment opportunities to more than 320,000 individuals across the globe. Toyota is one of the leading business entities in the automobile industry in relation to the integration of environmental technologies with the success of hybrid technology. The institution has been at the forefront in relation to the incorporation of the lean manufacturing approach to enhance effectiveness and efficiency in the production and distribution of products and services in accordance with the expectation and preferences of the customers.

The vision of the business entity is to become the most respected and admired institution in the automobile industry across the world. In addition, the mission of the company is to provide or deliver outstanding products and services to the relevant customers with the intention of enriching their communities, environment, and partners. Toyota Company tends to incorporate the essence of diversity and differentiation with the intention of offering quality products and services to the customers.

Moreover, the approach seeks to enable the business entity to recognize and respect both similarities and differences in ideas and perceptions. EMS (Environmental Management System) refers to the set of processes, as well as practices with the ability to enable institutions and organizations to reduce environmental implications while enhancing effectiveness and efficiency in service and products delivered in accordance with the demands and expectations of the customers (Lee, p. 1218). The federal authority focused on a journey to set up EMS in the late 1990s. Under the influence of the requirements of executive order 13148, Greening the Government Through Leadership in Environmental Management, implementation of more than 960 federal facilities was vital in the completion of the EMS in 2005.

The developments led to the formal registration of the EMS at the American National Standard: International Organization for Standardization’ s (ISO) 14001 standard. The scope of EMS continues to experience expansion to all proper organizational levels. The executive order 13423 makes the EMS the primary management approach for addressing environmental aspects of internal agency operations and activities. In spite of the existence of several EMS frameworks, most of the systems operate under the influence of the ISO 14001 EMS standard.

In the global context, more than 130,000 organizations inclusive of Toyota have certified EMS in relation to the ISO 14001 standard (Jabbour et al. , 134). The purpose of the EMS is vital in helping business entities to adopt substantial frameworks to balance environmental performance with business objectives under the influence of a process of continual improvement. The framework contributes to significant savings and cost avoidance for numerous entities in the provision of quality services and products in the market and industry of transactions.


To W.W, Peter Lee, and Billy Yu, “Benefits of implementing management system standards: a Case Study of certified companies in the Pearl River Delta, China.” The TQM Journal 24, No. 1, (2012): 17-28.

Maharaj Priya and Ramnath Kelvin. “Benefits in an environmental management system.” ASQ World Conference on Quality and Improvement Proceeding 59, (2005): 347-352.

Puvanasvaran A. L, Perumal, Robert Kerk Swee Tian, Suresh A. L. Vasu, and Mohd Razali Muhamad, “Integration Model of ISO 14001 with Lean Principles.” American Journal of Applied Sciences 9, No. 12, (2012): 1974-1978.

Gonzalez P, Sarkis J, and Adesso-Diaz B, “Environmental Management System Certification and its Influence on Corporate Practices: Evidence from the Automotive Industry.” International Journal of Operations and Production Management 28, No. 11, (2008): 1021-1041.

Evangelos L. Psomas, Christos V. Fotopoulos, and Dimitrios P. Kafetzopoulos, “Motives, Difficulties, and Benefits in Implementing the ISO-14001 Environmental Management System.” Management of Environmental Quality: An International Journal 22, No. 4, (2011): 502-521.

Hemenway Caroline G and Hale Gregory J, “Are you ready for ISO 14000?” Quality 34, No. 11, (1995): 26-27.

Dayna Simpson, Damien Power, and Daniel Samson, “Greening the automotive supply chain: a relationship perspective.” International Journal of Operations and Production Management, 27, No. 1, (2007): 28-48.

Parker Paul, “Environmental Initiatives among Japanese Automakers: New Technology, EMS, Recycling, and Lifecycle Approaches.” Housing and Urban Planning Environmental Studies 29, No. 3, (2001): 91-113.

Paul McCright and Gary Bergmiller, “Parallel Models for Lean and Green Operations.” Proceedings of the 2009 Industrial Engineering Research Conference, (2009): 1-7.

Jennifer Tice, Lori Ahouse, and Tim Larson, “Lean Production and EMSs: Aligning Environmental Management with Business Priorities.” Environmental Quality Management (2005): 1-13.

Jabbour, Charbel José Chiappetta, Ana Beatriz Lopes de Sousa Jabbour, Kannan Govindan, Adriano Alves Teixeira, and Wesley Ricardo de Souza Freitas. "Environmental management and operational performance in automotive companies in Brazil: the role of human resource management and lean manufacturing." Journal of Cleaner Production 47 (2013): 129-140.

Lee, Ki-Hoon. "Integrating carbon footprint into supply chain management: the case of Hyundai Motor Company (HMC) in the automobile industry." Journal of Cleaner Production 19, no. 11 (2011): 1216-1223.

Download full paperFile format: .doc, available for editing
Contact Us