manufacturing ethics case study

Doha Declaration

Education for justice.

Agenda Day 1
Agenda Day 2
Agenda Day 3
Agenda Day 4
Registration
Breakout Sessions for Primary and Secondary Level
Breakout Sessions for Tertiary Level
E4J Youth Competition
India - Lockdown Learners
Chuka, Break the Silence
The Online Zoo
I would like a community where ...
Staying safe online
Let's be respectful online
We can all be heroes
Respect for all
We all have rights
A mosaic of differences
The right thing to do
Solving ethical dilemmas
UNODC-UNESCO Guide for Policymakers
UNODC-UNESCO Handbooks for Teachers
Justice Accelerators
Introduction
Organized Crime
Trafficking in Persons & Smuggling of Migrants
Crime Prevention & Criminal Justice Reform
Crime Prevention, Criminal Justice & SDGs
UN Congress on Crime Prevention & Criminal Justice
Commission on Crime Prevention & Criminal Justice
Conference of the Parties to UNTOC
Conference of the States Parties to UNCAC
Rules for Simulating Crime Prevention & Criminal Justice Bodies
Crime Prevention & Criminal Justice
Engage with Us
Contact Us about MUN
Conferences Supporting E4J
Cyberstrike
Play for Integrity
Running out of Time
Zorbs Reloaded
Developing a Rationale for Using the Video
Previewing the Anti-Corruption Video
Viewing the Video with a Purpose
Post-viewing Activities
Previewing the Firearms Video
Rationale for Using the Video
Previewing the Human Trafficking Video
Previewing the Organized Crime Video
Previewing the Video
Criminal Justice & Crime Prevention
Corruption & Integrity
Human Trafficking & Migrant Smuggling
Firearms Trafficking
Terrorism & Violent Extremism
Introduction & Learning Outcomes
Corruption - Baseline Definition
Effects of Corruption
Deeper Meanings of Corruption
Measuring Corruption
Possible Class Structure
Core Reading
Advanced Reading
Student Assessment
Additional Teaching Tools
Guidelines for Stand-Alone Course
Appendix: How Corruption Affects the SDGs
What is Governance?
What is Good Governance?
Corruption and Bad Governance
Governance Reforms and Anti-Corruption
Guidelines for Stand-alone Course
Corruption and Democracy
Corruption and Authoritarian Systems
Hybrid Systems and Syndromes of Corruption
The Deep Democratization Approach
Political Parties and Political Finance
Political Institution-building as a Means to Counter Corruption
Manifestations and Consequences of Public Sector Corruption
Causes of Public Sector Corruption
Theories that Explain Corruption
Corruption in Public Procurement
Corruption in State-Owned Enterprises
Responses to Public Sector Corruption
Preventing Public Sector Corruption
Forms & Manifestations of Private Sector Corruption
Consequences of Private Sector Corruption
Causes of Private Sector Corruption
Responses to Private Sector Corruption
Preventing Private Sector Corruption
Collective Action & Public-Private Partnerships against Corruption
Transparency as a Precondition
Detection Mechanisms - Auditing and Reporting
Whistle-blowing Systems and Protections
Investigation of Corruption
Introduction and Learning Outcomes
Brief background on the human rights system
Overview of the corruption-human rights nexus
Impact of corruption on specific human rights
Approaches to assessing the corruption-human rights nexus
Human-rights based approach
Defining sex, gender and gender mainstreaming
Gender differences in corruption
Theories explaining the gender–corruption nexus
Gendered impacts of corruption
Anti-corruption and gender mainstreaming
Manifestations of corruption in education
Costs of corruption in education
Causes of corruption in education
Fighting corruption in education
Core terms and concepts
The role of citizens in fighting corruption
The role, risks and challenges of CSOs fighting corruption
The role of the media in fighting corruption
Access to information: a condition for citizen participation
ICT as a tool for citizen participation in anti-corruption efforts
Government obligations to ensure citizen participation in anti-corruption efforts
Teaching Guide
Brief History of Terrorism
19th Century Terrorism
League of Nations & Terrorism
United Nations & Terrorism
Terrorist Victimization
Exercises & Case Studies
Radicalization & Violent Extremism
Preventing & Countering Violent Extremism
Drivers of Violent Extremism
International Approaches to PVE &CVE
Regional & Multilateral Approaches
Defining Rule of Law
UN Global Counter-Terrorism Strategy
International Cooperation & UN CT Strategy
Legal Sources & UN CT Strategy
Regional & National Approaches
International Legal Frameworks
International Human Rights Law
International Humanitarian Law
International Refugee Law
Current Challenges to International Legal Framework
Defining Terrorism
Criminal Justice Responses
Treaty-based Crimes of Terrorism
Core International Crimes
International Courts and Tribunals
African Region
Inter-American Region
Asian Region
European Region
Middle East & Gulf Regions
Core Principles of IHL
Categorization of Armed Conflict
Classification of Persons
IHL, Terrorism & Counter-Terrorism
Relationship between IHL & intern. human rights law
Limitations Permitted by Human Rights Law
Derogation during Public Emergency
Examples of States of Emergency & Derogations
International Human Rights Instruments
Regional Human Rights Instruments
Extra-territorial Application of Right to Life
Arbitrary Deprivation of Life
Death Penalty
Enforced Disappearances
Armed Conflict Context
International Covenant on Civil and Political Rights
Convention against Torture et al.
International Legal Framework
Key Contemporary Issues
Investigative Phase
Trial & Sentencing Phase
Armed Conflict
Case Studies
Special Investigative Techniques
Surveillance & Interception of Communications
Privacy & Intelligence Gathering in Armed Conflict
Accountability & Oversight of Intelligence Gathering
Principle of Non-Discrimination
Freedom of Religion
Freedom of Expression
Freedom of Assembly
Freedom of Association
Fundamental Freedoms
Definition of 'Victim'
Effects of Terrorism
Access to Justice
Recognition of the Victim
Human Rights Instruments
Criminal Justice Mechanisms
Instruments for Victims of Terrorism
National Approaches
Key Challenges in Securing Reparation
Topic 1. Contemporary issues relating to conditions conducive both to the spread of terrorism and the rule of law
Topic 2. Contemporary issues relating to the right to life
Topic 3. Contemporary issues relating to foreign terrorist fighters
Topic 4. Contemporary issues relating to non-discrimination and fundamental freedoms
Module 16: Linkages between Organized Crime and Terrorism
Thematic Areas
Content Breakdown
Module Adaptation & Design Guidelines
Teaching Methods
Acknowledgements
1. Introducing United Nations Standards & Norms on CPCJ vis-à-vis International Law
2. Scope of United Nations Standards & Norms on CPCJ
3. United Nations Standards & Norms on CPCJ in Operation
1. Definition of Crime Prevention
2. Key Crime Prevention Typologies
2. (cont.) Tonry & Farrington’s Typology
3. Crime Problem-Solving Approaches
4. What Works
United Nations Entities
Regional Crime Prevention Councils/Institutions
Key Clearinghouses
Systematic Reviews
1. Introduction to International Standards & Norms
2. Identifying the Need for Legal Aid
3. Key Components of the Right of Access to Legal Aid
4. Access to Legal Aid for Those with Specific Needs
5. Models for Governing, Administering and Funding Legal Aid
6. Models for Delivering Legal Aid Services
7. Roles and Responsibilities of Legal Aid Providers
8. Quality Assurance and Legal Aid Services
1. Context for Use of Force by Law Enforcement Officials
2. Legal Framework
3. General Principles of Use of Force in Law Enforcement
4. Use of Firearms
5. Use of “Less-Lethal” Weapons
6. Protection of Especially Vulnerable Groups
7. Use of Force during Assemblies
1. Policing in democracies & need for accountability, integrity, oversight
2. Key mechanisms & actors in police accountability, oversight
3. Crosscutting & contemporary issues in police accountability
1. Introducing Aims of Punishment, Imprisonment & Prison Reform
2. Current Trends, Challenges & Human Rights
3. Towards Humane Prisons & Alternative Sanctions
1. Aims and Significance of Alternatives to Imprisonment
2. Justifying Punishment in the Community
3. Pretrial Alternatives
4. Post Trial Alternatives
5. Evaluating Alternatives
1. Concept, Values and Origin of Restorative Justice
2. Overview of Restorative Justice Processes
3. How Cost Effective is Restorative Justice?
4. Issues in Implementing Restorative Justice
1. Gender-Based Discrimination & Women in Conflict with the Law
2. Vulnerabilities of Girls in Conflict with the Law
3. Discrimination and Violence against LGBTI Individuals
4. Gender Diversity in Criminal Justice Workforce
1. Ending Violence against Women
2. Human Rights Approaches to Violence against Women
3. Who Has Rights in this Situation?
4. What about the Men?
5. Local, Regional & Global Solutions to Violence against Women & Girls
1. Understanding the Concept of Victims of Crime
2. Impact of Crime, including Trauma
3. Right of Victims to Adequate Response to their Needs
4. Collecting Victim Data
5. Victims and their Participation in Criminal Justice Process
6. Victim Services: Institutional and Non-Governmental Organizations
7. Outlook on Current Developments Regarding Victims
8. Victims of Crime and International Law
1. The Many Forms of Violence against Children
2. The Impact of Violence on Children
3. States' Obligations to Prevent VAC and Protect Child Victims
4. Improving the Prevention of Violence against Children
5. Improving the Criminal Justice Response to VAC
6. Addressing Violence against Children within the Justice System
1. The Role of the Justice System
2. Convention on the Rights of the Child & International Legal Framework on Children's Rights
3. Justice for Children
4. Justice for Children in Conflict with the Law
5. Realizing Justice for Children
1a. Judicial Independence as Fundamental Value of Rule of Law & of Constitutionalism
1b. Main Factors Aimed at Securing Judicial Independence
2a. Public Prosecutors as ‘Gate Keepers’ of Criminal Justice
2b. Institutional and Functional Role of Prosecutors
2c. Other Factors Affecting the Role of Prosecutors
Basics of Computing
Global Connectivity and Technology Usage Trends
Cybercrime in Brief
Cybercrime Trends
Cybercrime Prevention
Offences against computer data and systems
Computer-related offences
Content-related offences
The Role of Cybercrime Law
Harmonization of Laws
International and Regional Instruments
International Human Rights and Cybercrime Law
Digital Evidence
Digital Forensics
Standards and Best Practices for Digital Forensics
Reporting Cybercrime
Who Conducts Cybercrime Investigations?
Obstacles to Cybercrime Investigations
Knowledge Management
Legal and Ethical Obligations
Handling of Digital Evidence
Digital Evidence Admissibility
Sovereignty and Jurisdiction
Formal International Cooperation Mechanisms
Informal International Cooperation Mechanisms
Data Retention, Preservation and Access
Challenges Relating to Extraterritorial Evidence
National Capacity and International Cooperation
Internet Governance
Cybersecurity Strategies: Basic Features
National Cybersecurity Strategies
International Cooperation on Cybersecurity Matters
Cybersecurity Posture
Assets, Vulnerabilities and Threats
Vulnerability Disclosure
Cybersecurity Measures and Usability
Situational Crime Prevention
Incident Detection, Response, Recovery & Preparedness
Privacy: What it is and Why it is Important
Privacy and Security
Cybercrime that Compromises Privacy
Data Protection Legislation
Data Breach Notification Laws
Enforcement of Privacy and Data Protection Laws
Intellectual Property: What it is
Types of Intellectual Property
Causes for Cyber-Enabled Copyright & Trademark Offences
Protection & Prevention Efforts
Online Child Sexual Exploitation and Abuse
Cyberstalking and Cyberharassment
Cyberbullying
Gender-Based Interpersonal Cybercrime
Interpersonal Cybercrime Prevention
Cyber Organized Crime: What is it?
Conceptualizing Organized Crime & Defining Actors Involved
Criminal Groups Engaging in Cyber Organized Crime
Cyber Organized Crime Activities
Preventing & Countering Cyber Organized Crime
Cyberespionage
Cyberterrorism
Cyberwarfare
Information Warfare, Disinformation & Electoral Fraud
Responses to Cyberinterventions
Framing the Issue of Firearms
Direct Impact of Firearms
Indirect Impacts of Firearms on States or Communities
International and National Responses
Typology and Classification of Firearms
Common Firearms Types
'Other' Types of Firearms
Parts and Components
History of the Legitimate Arms Market
Need for a Legitimate Market
Key Actors in the Legitimate Market
Authorized & Unauthorized Arms Transfers
Illegal Firearms in Social, Cultural & Political Context
Supply, Demand & Criminal Motivations
Larger Scale Firearms Trafficking Activities
Smaller Scale Trafficking Activities
Sources of Illicit Firearms
Consequences of Illicit Markets
International Public Law & Transnational Law
International Instruments with Global Outreach
Commonalities, Differences & Complementarity between Global Instruments
Tools to Support Implementation of Global Instruments
Other United Nations Processes
The Sustainable Development Goals
Multilateral & Regional Instruments
Scope of National Firearms Regulations
National Firearms Strategies & Action Plans
Harmonization of National Legislation with International Firearms Instruments
Assistance for Development of National Firearms Legislation
Firearms Trafficking as a Cross-Cutting Element
Organized Crime and Organized Criminal Groups
Criminal Gangs
Terrorist Groups
Interconnections between Organized Criminal Groups & Terrorist Groups
Gangs - Organized Crime & Terrorism: An Evolving Continuum
International Response
International and National Legal Framework
Firearms Related Offences
Role of Law Enforcement
Firearms as Evidence
Use of Special Investigative Techniques
International Cooperation and Information Exchange
Prosecution and Adjudication of Firearms Trafficking
Teaching Methods & Principles
Ethical Learning Environments
Overview of Modules
Module Adaption & Design Guidelines
Table of Exercises
Basic Terms
Forms of Gender Discrimination
Ethics of Care
Case Studies for Professional Ethics
Case Studies for Role Morality
Additional Exercises
Defining Organized Crime
Definition in Convention
Similarities & Differences
Activities, Organization, Composition
Thinking Critically Through Fiction
Excerpts of Legislation
Research & Independent Study Questions
Legal Definitions of Organized Crimes
Criminal Association
Definitions in the Organized Crime Convention
Criminal Organizations and Enterprise Laws
Enabling Offence: Obstruction of Justice
Drug Trafficking
Wildlife & Forest Crime
Counterfeit Products Trafficking
Falsified Medical Products
Trafficking in Cultural Property
Trafficking in Persons
Case Studies & Exercises
Extortion Racketeering
Loansharking
Links to Corruption
Bribery versus Extortion
Money-Laundering
Liability of Legal Persons
How much Organized Crime is there?
Alternative Ways for Measuring
Measuring Product Markets
Risk Assessment
Key Concepts of Risk Assessment
Risk Assessment of Organized Crime Groups
Risk Assessment of Product Markets
Risk Assessment in Practice
Positivism: Environmental Influences
Classical: Pain-Pleasure Decisions
Structural Factors
Ethical Perspective
Crime Causes & Facilitating Factors
Models and Structure
Hierarchical Model
Local, Cultural Model
Enterprise or Business Model
Groups vs Activities
Networked Structure
Jurisdiction
Investigators of Organized Crime
Controlled Deliveries
Physical & Electronic Surveillance
Undercover Operations
Financial Analysis
Use of Informants
Rights of Victims & Witnesses
Role of Prosecutors
Adversarial vs Inquisitorial Legal Systems
Mitigating Punishment
Granting Immunity from Prosecution
Witness Protection
Aggravating & Mitigating Factors
Sentencing Options
Alternatives to Imprisonment
Death Penalty & Organized Crime
Backgrounds of Convicted Offenders
Confiscation
Confiscation in Practice
Mutual Legal Assistance (MLA)
Extradition
Transfer of Criminal Proceedings
Transfer of Sentenced Persons
Module 12: Prevention of Organized Crime
Adoption of Organized Crime Convention
Historical Context
Features of the Convention
Related international instruments
Conference of the Parties
Roles of Participants
Structure and Flow
Recommended Topics
Background Materials
What is Sex / Gender / Intersectionality?
Knowledge about Gender in Organized Crime
Gender and Organized Crime
Gender and Different Types of Organized Crime
Definitions and Terminology
Organized crime and Terrorism - International Legal Framework
International Terrorism-related Conventions
UNSC Resolutions on Terrorism
Organized Crime Convention and its Protocols
Theoretical Frameworks on Linkages between Organized Crime and Terrorism
Typologies of Criminal Behaviour Associated with Terrorism
Terrorism and Drug Trafficking
Terrorism and Trafficking in Weapons
Terrorism, Crime and Trafficking in Cultural Property
Trafficking in Persons and Terrorism
Intellectual Property Crime and Terrorism
Kidnapping for Ransom and Terrorism
Exploitation of Natural Resources and Terrorism
Review and Assessment Questions
Research and Independent Study Questions
Criminalization of Smuggling of Migrants
UNTOC & the Protocol against Smuggling of Migrants
Offences under the Protocol
Financial & Other Material Benefits
Aggravating Circumstances
Criminal Liability
Non-Criminalization of Smuggled Migrants
Scope of the Protocol
Humanitarian Exemption
Migrant Smuggling v. Irregular Migration
Migrant Smuggling vis-a-vis Other Crime Types
Other Resources
Assistance and Protection in the Protocol
International Human Rights and Refugee Law
Vulnerable groups
Positive and Negative Obligations of the State
Identification of Smuggled Migrants
Participation in Legal Proceedings
Role of Non-Governmental Organizations
Smuggled Migrants & Other Categories of Migrants
Short-, Mid- and Long-Term Measures
Criminal Justice Reponse: Scope
Investigative & Prosecutorial Approaches
Different Relevant Actors & Their Roles
Testimonial Evidence
Financial Investigations
Non-Governmental Organizations
‘Outside the Box’ Methodologies
Intra- and Inter-Agency Coordination
Admissibility of Evidence
International Cooperation
Exchange of Information
Non-Criminal Law Relevant to Smuggling of Migrants
Administrative Approach
Complementary Activities & Role of Non-criminal Justice Actors
Macro-Perspective in Addressing Smuggling of Migrants
Human Security
International Aid and Cooperation
Migration & Migrant Smuggling
Mixed Migration Flows
Social Politics of Migrant Smuggling
Vulnerability
Profile of Smugglers
Role of Organized Criminal Groups
Humanitarianism, Security and Migrant Smuggling
Crime of Trafficking in Persons
The Issue of Consent
The Purpose of Exploitation
The abuse of a position of vulnerability
Indicators of Trafficking in Persons
Distinction between Trafficking in Persons and Other Crimes
Misconceptions Regarding Trafficking in Persons
Root Causes
Supply Side Prevention Strategies
Demand Side Prevention Strategies
Role of the Media
Safe Migration Channels
Crime Prevention Strategies
Monitoring, Evaluating & Reporting on Effectiveness of Prevention
Trafficked Persons as Victims
Protection under the Protocol against Trafficking in Persons
Broader International Framework
State Responsibility for Trafficking in Persons
Identification of Victims
Principle of Non-Criminalization of Victims
Criminal Justice Duties Imposed on States
Role of the Criminal Justice System
Current Low Levels of Prosecutions and Convictions
Challenges to an Effective Criminal Justice Response
Rights of Victims to Justice and Protection
Potential Strategies to “Turn the Tide”
State Cooperation with Civil Society
Civil Society Actors
The Private Sector
Comparing SOM and TIP
Differences and Commonalities
Vulnerability and Continuum between SOM & TIP
Labour Exploitation
Forced Marriage
Other Examples
Children on the Move
Protecting Smuggled and Trafficked Children
Protection in Practice
Children Alleged as Having Committed Smuggling or Trafficking Offences
Basic Terms - Gender and Gender Stereotypes
International Legal Frameworks and Definitions of TIP and SOM
Global Overview on TIP and SOM
Gender and Migration
Key Debates in the Scholarship on TIP and SOM
Gender and TIP and SOM Offenders
Responses to TIP and SOM
Use of Technology to Facilitate TIP and SOM
Technology Facilitating Trafficking in Persons
Technology in Smuggling of Migrants
Using Technology to Prevent and Combat TIP and SOM
Privacy and Data Concerns
Emerging Trends
Demand and Consumption
Supply and Demand
Implications of Wildlife Trafficking
Legal and Illegal Markets
Perpetrators and their Networks
Locations and Activities relating to Wildlife Trafficking
Environmental Protection & Conservation
CITES & the International Trade in Endangered Species
Organized Crime & Corruption
Animal Welfare
Criminal Justice Actors and Agencies
Criminalization of Wildlife Trafficking
Challenges for Law Enforcement
Investigation Measures and Detection Methods
Prosecution and Judiciary
Wild Flora as the Target of Illegal Trafficking
Purposes for which Wild Flora is Illegally Targeted
How is it Done and Who is Involved?
Consequences of Harms to Wild Flora
Terminology
Background: Communities and conservation: A history of disenfranchisement
Incentives for communities to get involved in illegal wildlife trafficking: the cost of conservation
Incentives to participate in illegal wildlife, logging and fishing economies
International and regional responses that fight wildlife trafficking while supporting IPLCs
Mechanisms for incentivizing community conservation and reducing wildlife trafficking
Critiques of community engagement
Other challenges posed by wildlife trafficking that affect local populations
Global Podcast Series
Apr. 2021: Call for Expressions of Interest: Online training for academics from francophone Africa
Feb. 2021: Series of Seminars for Universities of Central Asia
Dec. 2020: UNODC and TISS Conference on Access to Justice to End Violence
Nov. 2020: Expert Workshop for University Lecturers and Trainers from the Commonwealth of Independent States
Oct. 2020: E4J Webinar Series: Youth Empowerment through Education for Justice
Interview: How to use E4J's tool in teaching on TIP and SOM
E4J-Open University Online Training-of-Trainers Course
Teaching Integrity and Ethics Modules: Survey Results
Grants Programmes
E4J MUN Resource Guide
Library of Resources
Integrity & Ethics
Module 12: Integrity, Ethics & Law
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University Module Series: Integrity & Ethics

Module 12: integrity, ethics and law.

This module is a resource for lecturers

Case studies.

Choose one or more of the following case studies and lead a discussion which allows students to address and debate issues of integrity, ethics and law. If time allows, let the students vote on which case studies they want to discuss.

For lecturers teaching large classes, case studies with multiple parts and different methods of solution lend themselves well to the group size and energy in such an environment. Lecturers can begin by having students vote on which case study they prefer. Lecturers could break down analysis of the chosen case study into steps which appear to students in sequential order, thereby ensuring that larger groups stay on track. Lecturers may instruct students to discuss questions in a small group without moving from their seat, and nominate one person to speak for the group if called upon. There is no need to provide excessive amounts of time for group discussion, as ideas can be developed further with the class as a whole. Lecturers can vary the group they call upon to encourage responsive participation.

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Businesses have a big impact on their community, whether that involves how they care for the environment or how they contribute to the lives of their staff. This is particularly true for manufacturers. Their presence is vital in supporting communities and providing essential products for consumers and other businesses, but their environmental impact can be large. The challenge for manufacturers is how to achieve an ethical status while improving their business processes. From eliminating waste to developing staff, ethical manufacturing has many forms. Here, we explore the topic of ethical manufacturing, understanding what it means, why it’s important, and how a business can achieve a positive impact in the world.

What Does Ethical Manufacturing Mean?

An ethical manufacturer has oversight and cares about each section of their business and their own supply chain, prioritising the well-being of both customers and staff, as well as the environment in which they work, shop, and source materials.

Ethical businesses want to operate in the best interest of workers. The health and happiness of staff become priorities, going beyond the standard legal requirements. This means that safety is not sacrificed, and workers are treated fairly. In turn, this can benefit a business through a boost in productivity and staff retention.

Ethical production may include material and energy use. Is renewable energy used as part of the manufacturing process? Are materials recycled or are products designed to minimize the amount of waste produced in manufacturing?

This is key for many manufacturing businesses that have waste management issues, such as fashion and clothing manufacturers. An estimated 92 million tons of textile waste is created annually from the fashion industry. Ethical clothing manufacturers must ensure that their processes decrease or limit their waste through the design of their garments or by reusing materials. This process can be extended and translated across other manufacturing industries.

Why Is Ethical Manufacturing Important for Businesses?

Ethical production is important for staff, customers, and environmental well-being. But it can also have significant benefits for businesses. By utilizing sustainable processes and materials, manufacturers are ensuring that their future is secure. For example, some toilet paper companies will plant trees to replace the ones used for their production. This action is circular, as it means that their impact on the environment is limited and that they have future materials to continue their manufacturing.

Also, ethical businesses that provide a positive work environment are likely to improve productivity. Ethical businesses can continue the development of staff and their skills, improving their work. Oxford University found that happy workers are 13 percent more productive than those who are not. Training staff could also help retention, as 93 percent of employees said they would stay at a company longer if it invested in their career. Ethical manufacturing businesses do not just have to rely on material sustainability – the ethical impact can extend to their workers as well.

Sustainability and ethical manufacturing are also key to attracting customers. 92 per cent of millennials said they were more likely to purchase from an ethical company, displaying a need to know that their corporate mission is genuine and from a well-founded place. From a business perspective, ethical manufacturing has clear financial benefits. Aligning your production, staff development, and customer outreach within a framework of ethical manufacturing can lead to improved quality, more productivity, and increased revenue.

Becoming an Ethical Business

This is achieved at many layers within a business. Sustainably sourced materials may include recycled goods or items sourced from another local manufacturer. This reduces waste and limits transport needs, which can have a negative environmental impact.

In the workplace, training, development, and a prioritization of safety can help staff feel happier. Investment in staff is key to creating a positive working culture. This can be achieved through understanding the ambitions of workers and finding ways to help encourage their development through educational courses. Using ethical workwear suppliers to encourage an inclusive work culture will also contribute to your standing. Suitable workwear clothing can also improve safety during the manufacturing process. Combined, training and positive culture can help to boost productivity and your status as an ethical business.

Finally, you should display your status as an ethical manufacturer proudly. Remind customers that your business is acting with the best intentions and processes. By doing this, your customers will use and promote your brand so that your investment in the environment and community provides positive returns.

https://www.fashionrevolution.org/waste-is-it-really-in-fashion/ https://learning.linkedin.com/resources/workplace-learning-report-2018 https://www.entrepreneur.com/article/341699

Conflicts within a Manufacturing Firm

At T&D Manufacturing, the procedure to obtain needed tooling is to have the tools designed in house by company tool engineers. When the design is approved, part prints and specifications are mailed to at least three approved outside vendors. The outside shop supplying the best price and delivery date is usually awarded a contract to produce the tool. Now the branch of T&D responsible for repairing tools wants a chance at bidding on the tool requests.

This case is one of thirty-two cases which address a wide range of ethical issues that can arise in engineering practice provided by the Center For the Study of Ethics in Society, Western Michigan University.

In the past this department has been used primarily to resharpen and repair the tools that are purchased outside. However, now the head of the department has requested management to allow them to offer a price to produce the tooling internally. This request is approved. Next the department head places a call to the Purchasing Department and asks for the prices obtained from the outside vendors before he submits his quote.

Is there anything wrong with the department head making this request?

How should Purchasing respond?

Send the department the outside quotes and allow a week to produce their own price.
Refuse the request as being unethical.
Tell the department head that he will receive the outside prices after the job is awarded.

[Following 1.]

Outside vendors discover that T&D's Purchasing Department has shared their quotes with T&D's tool and die department head. They complain that T&D has acted in bad faith with outside vendors. Outside vendors are, in effect, providing free advice to T&D -- and they will very likely lose out in the bidding. "At the very least," one of the vendors objects, "you should tell us what your procedure is. Then see how many of us will be interested in providing quotes at all. Why should we invest our time and energy in this only to have you pave the way for your own department to do the business we are seeking? We don't object to your department entering the competition, but only on a level playing field. You have to play fair with us -- otherwise we don't play."

Do the outside vendor's arguments now convince you that selection #1 in I should not be made? If so, return to I and make another selection. If not, explain.

[Following 2, 3, and 4.]

The department head is disappointed with the Purchasing Department's refusal to provide quotes of other vendors in advance. But he tries to persuade Purchasing that it is making a mistake: "Look, all in-plant departments are a part of the company! They should be working together to make money, stay in business, preserve jobs, and whatever other objectives the company might have. When you treat the inside tool and die shop as you would an outside vendor, you could be putting the company in competition with itself! We can't lose sight of the fact that we should all have the same objectives and goals here at T&D."

Are you convinced by the department head's reasoning? If so, return to I and make a selection consistent with his reasoning. If not, explain.

Originally titled: "Inside Tool and Die."

Prepared with Roscoe A. Douglas.

Case study originally published in Teaching Engineering Ethics: A Case Study Approach ‚ by Michael Pritchard. Center for the Study of Ethics in Society, Western Michigan University, 1992.

Now that T&D's internal tool and die department can bid on new tooling by offering a price to produce it internally, they will have to abide by the procedures established by the Purchasing Department so the integrity of the bidding and contract award process is not compromised. They should be placed on the approved bidder list, receive a copy of the approved tooling part prints and specifications, and the sealed bid envelope in which to respond with their quote. The department head of the internal tool and die is totally out of order when he asks the Purchasing Department for the prices obtained from the outside vendors before he submits his quote. With this inside information, he can become the low bidder.

Purchasing should refuse the internal tool and die department request as unethical--give him a set of the prints and specifications, the sealed bid envelope, the bid closing date, and tell him to submit quote. After contact award, he can review the source selection evaluations and bids in the same manner as the other bidders.

Well, T&D's Purchasing Department shares the quotes with T&D's tool and die department head. T&D's outside vendors complain that T&D has acted in bad faith. They're right! By being able to see the competing bids, the tool and die department head had inside information. If I was an outside supplier to T&D Manufacturing, I would decline to bid any of the jobs under these ground rules.

The logic of the tool and die department head in trying to persuade the Purchasing Department that it is making a mistake in not providing him the quotes of the other vendors in advance is ludicrous. If he thinks he can be competitive with the outside vendors, let him submit a bid like everyone else.

An interesting point here is the bid rate that internal tool and die uses in preparing their quotations. If their direct labor rate and material costs are not properly burdened, they'll use only the base rates and inherently underbid anyone. Management should have the cost accounting department prepare appropriate burdens for the internal tool and die to apply to their base labor rates and material costs so their bids are truly competitive with those of the outside vendors. If this is not done, the outside vendors will have another complaint in that T&D is only obtaining pro-forma outside bids and awarding the contract to internal tool and die on the basis of unrealistically low pricing.

Before getting too carried away about justice, fairness and "level playing fields" it is helpful to recognize some basic facts about the situation surrounding this Tool and Die case. First and foremost, Tool and Die is a for-profit company with several clear missions: it must deliver a profit to its owners or stockholders, it must justify the salaries it pays to its employees and mangers, it must deliver a competitive quality product and it must maintain professional standards in all of its operations. It is not in business just to support the outside vendors, although it clearly must maintain productive symbiotic relationships with those vendors.

If the internal tool and die department at T&D can produce the tooling designed by T&D at a price competitive with the cost of using outside vendors, then it would be foolish for T&D not to take advantage of that opportunity to save money. The question is how to do that while being fair enough to maintain continued open channels of communications with the outside vendors which will probably continue to be needed at some level.

Now, before we can consider the questions raised in version I of this case, it would seem appropriate to consider a different kind of competitive bidding than what has been used prior to T&D's internal tool and die department getting into the act. Previously, each outside vendor was undoubtedly asked for a single dollar price bid on each request for proposals. This dollar value is not really directly comparable to what the internal tool and die department will be bidding. The outside vendors' bids will include all direct costs, indirect costs (like heat, electricity, cleaning services, etc) and profit. The inside department bids will include just the first two items. That is what must be somehow compared. The equivalent of profit on the internal department bids is the moneys made available to the internal department (or others) for bonuses, other rewards for productivity and growth (i.e., profit reinvested in expansion or increased stock dividends).

To compare internal and external direct and indirect costs it would seem appropriate to prepare a new bidding format that indeed levels the playing field. Further it would not be appropriate to share the external bids with the internal department until all of the bids are in. Only then are all the T&D players acting as faithful agents and trustees of the T&D company. The appearance of fairness must be maintained in order to keep the vendors bidding. Any suspicion of bid rigging by the internal tool and die department must be avoided.

According to this analysis of the situation the response here to the 4 questions in part I of the case would be a combination of 3 and 4. In response to part II of the case, the analysis surely would support not using selection #1 in part I. If fair comparisons are not made between internal and external vendors in this case, there is also the danger of doing damage to the morale in other departments at T&D. Other department heads could argue that with rigged bidding, the internal tool and tie department has an unfair advantage over other T&D departments in showing increased productivity and looking good to upper management.

Regarding the internal tool and die department head's reasoning in part III of the case, it certainly sounds convincing and it is obviously true that all the departments must work together to maximize company profit. But that does not mean that purchasing should be a party to drying up the availability to T&D of outside vendors when they are needed. By sharing each set of bids with the internal tool and die department head after that bid is awarded, the opportunity is obviously provided for the internal department to be more competitive the next time around if it has not won the previous bidding competition.

The internal tool and die department head can certainly learn from comparing his previous losing bid to the winning external vendor's bid just exactly how his department can be more economical in determining future bids. This will eventually translate into increased profit for T&D in the long run and also maintain good relations with the outside vendors for as long as they are needed.

The key for this process to work is a carefully spelled out bidding procedure that allows apples to be compared with apples and clearly identifies the cost of labor, materials, direct overhead and indirect overhead. The last item is the most difficult to pin down equitably and accurately. Also, isn't the new procedure intended to gauge whether vendor's estimates are fair? If internal department doesn't blind bid, they will tend to try to always undercut bid and perhaps submit unrealistic estimate.

The federal government has a long standing discussion going on with industry and academia regarding this indirect overhead determination. In fact the subject has recently been front page news in regard to Stanford University and the resignation of the University President over audited misuse of the indirect overhead moneys paid Stanford by the federal government. This fact is mentioned only to indicate that T&D will have its work cut out to develop a fair and accurate comparison between internal and external vendors.

This case describes a situation which, in one form or another, is familiar to many purchasing managers. The engineer most likely to be involved would be the person who would head the internal tool and die department. In the past there was no possibility of T&D Manufacturing competing with outside vendors in meeting its tool supply needs. The company maintained only a tool maintenance unit rather than a manufacturing unit. We do not know why T&D Manufacturing changed company practice to authorize the tool and die department to go into supply as well. Possibly the company thought there could be a saving on the cost of tools or in maintenance costs. Perhaps the head of the tool and die department is a very ambitious person who wants to build up that part of the company and was successful in getting upper management to go along.

Different practices exist among companies regarding the treatment of in-house suppliers of goods or services. In some cases, for instance, a company may see its own in-house supplier as being the supplier of first choice, and only if that supplier cannot take care of the need or can take care of the need only at a cost exceeding the open market would a call for outside bids go forth. In some cases heads of other departments in the company might be able to get an estimate from the in-house supply unit before checking informally on the price range for external supply. In the case before us, T&D Manufacturing seems to have kept a rather formal approach to the matter of tooling supply. Specifications are sent to at least three approved outside vendors, and confidential bids are received by the purchasing department. We are led to think that the in-house supply unit operates by these same rules, so it would use its own set of specifications and submit a price. Such an arrangement puts the in-house tool and die department in direct competition with the outside vendors. For the purchasing department to forward to the tool and die department the outside quotes and allow it a week to produce its own price and delivery date would certainly give the in-house supplier a competitive edge. The outside vendors justifiably would conclude that the competition is not fair. Outside vendors would be understandably reluctant to offer bids in the future on similar tooling requests if they thought it unlikely that their bids would have a fair chance. As a result, T&D Manufacturing may lose the services of some outside vendors who otherwise would do a quality job. There might also be legal problems.

Let us suppose the purchasing department head tells the internal tool and die department head that he cannot give him the outside quotes before receiving his own internal bid but that he will let him know the outside quotes after the job is awarded. If T&D Manufacturing were a public institution, such as a university, legally required to maintain publicly accessible records for its financial dealings, all bids would eventually become public and accessible not only to a unit within the institution but also to the outside vendors. In the case of a private organization, which would include a private university, it is a matter of policy whether to release information on the unsuccessful bidders. Perhaps the company policy would permit the purchasing head to inform the tool and die supply department head after the contract has been awarded. Perhaps it would be more limiting. In any event, the company policy should be communicated to the outside vendors so that, in making their bids, they know what will happen to the quotes after a contract decision is made. Bidders on jobs at public institutions know that their quotes are going to be publicly accessible. What happens to this information may affect their decisions to submit a price quotation.

Two additional comments are in order having to do with the topic of marketplace competition. First, consider the tool and die department head's reactions in being denied information about the quotes by the vendors. He claims that failing to give him the quotes would be putting the company in competition with itself. This is a questionable interpretation of the situation. If the company were not from the beginning convinced that better quality at a lower price could be obtained through competition among vendors, its policy of asking for bids from various vendors would not seem to be justified at all. It is doing the company no harm if it obtains a part from an outside vendor at a lesser cost than it could produce the part itself. If there is a net saving, it is a new saving that benefits the company as a whole. At the same time, however, it is not the case that every unit in a company has precisely the same goals and objectives. For instance, the production unit in a manufacturing company may regard its objective to be maximizing its productive capability, whereas a warehousing and distribution unit may see its job as moving goods into the market as rapidly as possible without excessive use of warehouse space. A market downturn is likely to result in an inventory backup with lessened distribution. It would then be counterproductive for production to strive for maximum levels. The overall interests and objectives of the company, therefore, require that production slow down for a period. In a similar way it may not be beneficial for a company always to give its own supply unit the advantage in competition with outside vendors.

The second point concerns a much larger question of values. It is the question of whether marketplace competition is always beneficial. While this question can be raised in a number of contexts, within the last couple of decades it has come up with regard to certain professions in the United States. Traditionally, physicians, lawyers, engineers, and architects have been opposed to the public advertising of prices for their services or being involved in competitive bidding for their services. Many felt that the practice reduced professional activity to crass materialism. Some claimed that the decision to employ a professional ought to be made more on the professional's record of quality than on considerations of price. Earlier versions of the professional codes for the American Institute of Architects, the National Society of Professional Engineers, and the American Society of Civil Engineers contained sections which prohibited persons in those professions from engaging in competitive bidding for professional services. The United States Department of Justice charged these societies with being in violation of the Sherman Antitrust Act's prohibition against unreasonable restraint of trade insofar as they had forbidden their members to engage in competitive bidding. The ASCE and AIA both signed consent decrees whereby they changed their policies and professional codes to permit the possibility of members engaging in competitive bidding. The National Society of Professional Engineers, however, fought the matter through the courts.

Finally, in 1978, the Supreme Court of the United States issued its decision against the NSPE and ordered the Society to revise its professional code, manuals, and other literature which had forbidden or discouraged competitive bidding. The NSPE had argued before the Court that there are some situations in which competition is not for the public good and had claimed that engineering design was one of these situations. Among other things, the NSPE argued that to put design services on a competitive basis would give an impetus toward mediocrity and toward lessened ingenuity and creativity in design work. A firm could more cheaply do design work if it used stock approaches to situations and problems rather than if it attempted to address its clients' needs in more creative and possibly beneficial ways. The Supreme Court did not reject this argument per se; however, the Court considered it irrelevant to the decision in the case. According to the Supreme Court, Congress, in passing the Sherman Antitrust Act in 1890 and in subsequent legislation, had already decided that a policy of open competition in the marketplace was the beneficial policy for the country. In the Court's view, as long as Congress did not overstep its constitutional bounds, the Court had no authority to challenge Congress' conclusion on this matter.

[Michael Davis has modified the case somewhat in order to make it more a problem of engineering ethics than of business or purchasing ethics.]

You have been put on the spot. You are an engineer in Purchasing. The head of your in-house shop has called to ask the prices obtained from outside suppliers bidding on a certain job. He wants those prices to help him prepare his own bid on the same job. What should you do?

Such requests are likely to occur when a company begins to make its "inside supplier" more efficient by forcing it to compete with outside suppliers by making them compete with an insider. Unless a company has been careful to make clear to everyone involved what the point of the new practice is and how it is supposed to work, certain misunderstandings are inevitable. Insiders, for example, are likely to assume that they have an "inside track". Outsiders are likely to worry about that too.

Generally, competition between inside and outside suppliers will benefit the company only if the competition is fair. If the insider has an inside track, outsiders will not take the trouble to bid. Preparing a bid costs money. Would-be suppliers are not likely to spend their money on preparing a bid unless they have a good chance of getting the contract. Once it is clear that inside suppliers have the inside track, an outside supplier has only two options, to charge for preparing its bid or to decline to bid. The company will then have to pay the cost of the outside bid or see the outside competition disappear. Doing a favor for the shop head has a large hidden cost.

The head of the shop probably did not think of things this way. He probably thought of the situation as "us against them", where "us" is the company and "them" is the outsiders. It is "us" against "them". But "us" is only his shop. The rest of the company is the umpire. The old friendships, the hello in the hall, the same centrex, none of that matters anymore. You and the shop are no longer on the same team. The company has ceased to exist as a competitive unit. While every part has the same objective in one respect, maximizing return on investment for the owners, each part has a different objective in another. Each seeks to maximize return on what has been invested in it, whatever the effect on other parts of the company. The owners are supposed to benefit overall, even if some parts of the company suffer as a result. This is a coherent strategy. Whether it will work in a particular company is, of course, another matter.

What then should you do? Probably the best thing would be to suggest a meeting of appropriate department heads to discuss bidding procedures. That would get you off the hook for now. It would allow the issue to be aired in a relatively friendly environment. And it would probably help everyone to understand better what the rules really are (or should be).

One should certainly not begin with the assumption that the shop head is trying to obtain an unfair advantage. If, however, he declines to discuss his request with other department heads, you will have reason to believe that he knows he is doing something shady. You can then tell him to put his request in writing and you'll clear it with your boss. That should be the last you hear of it. You should probably also mention the incident to your superior, accompanying it with the suggestion that there may be a need for further training in Purchasing and elsewhere on the new relationship between department.

A modern corporation, particularly one with several manufacturing divisions and internal capabilities to produce parts and tools it needs to manufacture a finished product, is a very complex organization. A major corporation can literally be thought of as a series of individual companies bound together by the management of the corporation. It is healthy in such an organization for internal competition to occur in bidding to make tools, parts, dies, etc. for other portions of the company. In such competitive bidding, honest quotes can only be obtained if internal departments/divisions are treated exactly the same as outside sources also asked to quote.

In Part I of this case, Purchasing should refuse to disclose outside quotes to the internal tool and die department. Disclosure of outside quotes violates the relationship a purchasing department should have with outside vendors and will give the internal tool and die department an unfair advantage. It will be impossible to get a fair and impartial quote from the internal tool and die department if they are provided the quotes from outside vendors. A truly competitive situation will provide the best situation for the company as a whole.

In Part II, the outside vendors have a justifiable complaint when they discover they are competing with an internal tool and die department that has full access to their quotes. With this kind of information available the internal department will undoubtedly deliver a quote low enough to win the job but this in no way assures they will produce the best quality tools and dies for the price. An honestly derived bid from the internal tool and die department is actually a very good check on the accuracy and validity of bids acquired externally.

In Part III, the tool and die department head has a definite misconception when he pleads that the "company should not compete with itself." Internal competition goes on in many major corporations and helps assure that they work effectively and efficiently to produce the best product at the best price. If the tool and die department has the goals and objectives of T&D in mind they will want tools and dies produced by the organization that will do it best, considering quality and price, whether than organization is outside the company or internal to the company.

An internal department, propped by access to privileged information, can actually prove a detriment by "rigging" quotes to get internal business it would not get otherwise. Frequently the internal department will overrun the cost of producing the item on which it has bid and the overrun reduces company profit in final accounting.

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This material is based upon work supported by the National Science Foundation under Award No. 2055332. Any opinions, findings, and conclusions or recommendations expressed in this material are those of the author(s) and do not necessarily reflect the views of the National Science Foundation.

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Published: 13 January 2017

Sustainable and ethical manufacturing: a case study from handloom industry

D. G. K. Dissanayake 1 ,
Srimala Perera 2 &
Thushari Wanniarachchi 1

Textiles and Clothing Sustainability volume 3 , Article number: 2 ( 2017 ) Cite this article

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Global fashion industry has bitterly evidenced the social and environmental implications associated with fast production cycles, overuse of resources, waste generation, environmental pollution and unethical labour conditions. Growing consumer awareness regarding social and environmental impacts of fashion products has led to create a new marketplace for sustainable and ethical products. This paper highlights craft practice as one of the potential avenues for achieving sustainability within the fashion industry. Through a case study drawn from handloom industry, this paper explores a manufacturing approach that is committed to fair-trade principles and designed to prevent waste. We argue that this study reveals a business model that could positively contribute towards generating employment opportunities and sustainable household income for the rural community. We conclude the paper by highlighting that this type of a fair trade and environmentally conscious manufacturing process could address the three pillars of sustainability: social, economic and environment. Findings of the study invite manufacturers to revisit and redesign current fashion production systems, especially when waste and labour issues are hindering the sustainability.

Sustainability could be explained in many different ways. Yet, for the fashion industry, sustainability means the ‘environmental protection, social justice, economic fairness and cultural validity’ (Parker, 2011 , p4). Globalization and technological advancements have made a dramatic change in production and consumption patterns of the world’s fashion. This global industry started to pose many challenges for sustainability efforts as fashion has become a throw-away commodity, and rapid phase production of short-lived products have become a normality. Cultural flavour of fashion has diminished as fashion became globalized and influenced by global trends. Vast availability of cheap, low-quality clothing allows overconsumption and premature disposal of fashion products (Niinimäki, 2011 ).

Textile and fashion industry is well known for exploitation of resources and unsustainable manufacturing practices, where environmental and social losses are often ignored (Beard 2008 ; Walker, 2007 ). However, the growing awareness among consumers regarding the social and environmental impacts of fashion consumption has made a significant influence on the purchasing decisions towards ethical and sustainable fashion. Possible integration of craft and contemporary fashion has gained much attention in this context, mainly due to its potential contribution towards more sustainable futures (Ferraro et al., 2011 ). Hur and Beverley ( 2013 ) explored the role of craft in promoting sustainable fashion, in terms of both production and consumption. Cox and Bebbington ( 2015 ) insisted that craft practice and social sustainability share common aspirations, and if craft would support to meet sustainable development principles, it may help craft products to access new markets. In this regard, it is commendable that a practical approach has been taken by the Ethical Fashion Initiative, in which there is an attempt being made to connect marginalized craftspeople from developing world to the international fashion industry (International Trade Centre, 2016 ). It is therefore evident that the craft practices in fashion could address environment as well as other broader dimensions of sustainability, as it tends to promote the well-being of the local producers and craft communities towards a sustainable lifestyle.

Globally, Sri Lanka is recognized not only as an export-oriented fashion manufacturing base but also as a home for a rich fashion craft industry. Sri Lankan fashion craft industry, which comprises mainly of handloom, batik, beeralu and embroidery, is one of the main income generator for rural communities and differently able people. With the developmental needs of the country in the post-war era, fashion craft industry is recognized as one of the most important industries for poverty alleviation, employment generation, enhancement of rural entrepreneurship and the development of new business opportunities (Export Development Board, 2013 ). Gradual development of local fashion craft industry not only generates economy but also promotes sustainable production and slow consumption. Nevertheless, an increasing global demand for environmentally sustainable products holds a greater potential for expansion of the global market for craft products. However, only a limited research has been carried out to highlight the importance of fashion craft industry in the context sustainable and ethical fashion movements.

Sri Lankan handloom industry

Handloom is a traditional weaving craft, practiced by generations of artisans to make attractive textile designs. Sri Lankan handloom industry is a highly labour- incentive and a decentralized sector of which the most of the manufacturing units are located in rural areas (Export Development Board 2013 ). It is also an environmentally friendly, low energy-driven sector where fair-trade manufacturing practices are appreciated and encouraged (Dhingra and Dhingra, 2012 ). In Sri Lanka, the handloom industry maintains a significant demand since its inception, due to its cultural artefacts, heritage and design capabilities. Sri Lankan handloom textile industry reached its peak in 1970s and experienced a decline after 1978, with the onset of the open economic policies and the growth of export-oriented apparel industry sector in Sri Lanka (Gomas, 2000 ). However, with the raising developmental needs of the country in the post-war era, handloom industry was repositioned as one of the most important industries to launch business opportunities for the development of local economy. As handloom textiles and handcrafted products have rapidly become major lifestyle statements for both national and international consumers, this industry now carries a significant potential for expansion, employment generation with lucrative export earning opportunities.

Further, Sri Lankan handloom textiles are highly recognized both locally and internationally not only for its innovative and modern design trends entwined with traditional craftsmanship but also for its premium quality. The products are often offered to global niche markets where handcrafted items of high value are preferred. In Sri Lanka, it is estimated that around 6,500 handlooms are in operation, providing around 10,000 direct employment opportunities (Ministry of Industry and Commerce, 2012 ). Seven hundred seventy-one production centres are owned by provisional councils whereas 962 units scattered around the country are privately owned (Export Development Board, 2013 ). The industry serves both local and international markets with a wide range of product categories such as ready-made garments, soft toys, bed linen, table linen and curtain. Export markets for handloom products include Italy, Germany, Australia, France, Spain, Japan, Korea, Sweden, USA, Vietnam, Lebanon, Thailand, UK, Norway, Netherlands, etc. (Ministry of Industry and Commerce, 2012 ). In the year 2012, the total value of exports brought by the handloom sector was estimated as USD 870,000.

Globally, the green movement and fair labour movement are steadily getting momentum. Consumers are increasingly demanding products that are ethically made and environmentally safe (Lewis and Potter, 2011 ; OECD, 2008 ). While the modern consumers are concerned about the social and the environmental impact of the product they purchase, they incessantly criticize traditional manufacturing processes with highly pressurized production environments and poor labour conditions (Koszewzka, 2011 ). This shift in consumers’ mind has led to a change in buying habits towards environmentally sustainable and ethical products (Shaw et al., 2006 ).

Fair trade represents an ethical approach to product manufacturing. This is also an important approach to alleviate poverty in the global south while contributing to build a socially and environmentally sustainable international trade (Taylor et al., 2005 ; Raynolds et al., 2004 ; Shreck, 2002 ). Fair trade aims to support farmers and craftsmen who are socially and economically marginalized. Community improvement, women empowerment and mitigation of environmental impact of the production process are some of the key aspects of fair trade (Andorfer and Liebe, 2015 ; Bassett, 2010 ). Access to fair-trade business models not only guarantee higher income levels but also promote collaboration and positive cultural bond among associates. Moreover, people who engage in fair-trade supply chain add value to their own culture, their identity, environment and also to the product (Belgian Development Agency 2012 ). One essential feature of fair trade is to support local community to organize and operate collectively, which enhances trustworthiness among local communities. The World Fair Trade Organization (WFTO) represents a global network of fair traders who are committed to the WFTO fair-trade standards. This network may include manufacturers and retailers who are driven by fair-trade values. They signed up to follow a set of compliance criteria based on ten fair-trade principles that focus on fair prices, good working conditions and minimizing environmental impacts (World Fair Trade Organization, 2014 ).

One of the key focuses of fair-trade practice is to minimize environmental impact of production. Application of sustainable production methods and reduction of waste generation are among key priorities. Waste is a growing problem associated with environmental and social impacts, which remain unresolved to date (Sinha et al. 2016 ). Waste can also be an indicator of an inefficient process (Pongrácz, 2009 ) which ultimately makes monetary lost in two stages: first when raw materials are purchased and then at the time when waste materials are discarded. Moreover, waste, when dumped in open areas, causes several environmental and health issues. It is essential to decouple the waste growth from the economic growth to minimize environmental impact and also to conserve resources. In response to the waste issue, a zero-waste approach has been committed by many industries. This is based on the central notion that prevention of waste is more desirable than treatment of waste (Greyson 2007 ).

According to Zero Waste International Alliance ( 2015 ), zero-waste strategy aims at designing products and processes to avoid waste, i.e. eliminations of all discharges to land, and conservation of resources. Zero-waste system reuses discarded materials to make new products. This process reduces the exploitation of natural resources, avoids pollution, and saves the environment. Textile and apparel industry uses tremendous amount of materials and energy resources and produces a massive quantity of waste, leaving a huge negative environmental impact. Therefore, achieving zero material waste is one of the greatest challenges of the apparel manufacturing industry. Unfortunately, zero waste, potentially a preventive approach, is often misunderstood as unrealistic and impossible target to achieve within the boundary of today’s economic conditions (Greyson 2007 ). However, if zero-waste system is properly implemented, apparel manufacturing industry could possibly convert waste into something useful and economical. Rissanen and McQuillan ( 2016 ) highlighted that the concept of zero waste in fashion design addresses the inefficiency in fabric use and provides opportunities to explore new forms of creation.

Handloom industry could be a powerful sector for developing local economy, promoting ethical trade and sustainable communities in Sri Lanka. However, there is a little empirical research done to date regarding the actual benefits, especially when the industry is engaged in an environmentally conscious production and ethical trade. This paper draws a case study from Sri Lankan handloom textile industry to illustrate an enviornmrentally and ethically responsible manufacturing approach.

A case study approach was employed to investigate the sustainable and ethical manufacturing practices of a handloom textile manufacturing company based in Sri Lanka. Case study is considered as the preferred method when holistic, in-depth investigation is needed, as this method allows the researcher to closely examine the data within a specific content and investigate the real-life phenomenon (Yin, 2003 ). An in-depth examination of a single case has been used in this research, because the main purpose of this study was to gain a deep understanding of a specific theme of application and share the best practices. Single case allows better explanation of an application of a theory or principle. As Siggelkow ( 2007 ) emphasized, single case can be a very powerful example, if it represents a rare phenomenon. Generalization in this case could mean the application of finding to another single case, but not for the whole population (Mariotto et al., 2014 ). X Ltd has been selected as the case because it is the only fair-trade guaranteed textile handloom company in Sri Lanka, which allows generation of new insights that other textile handloom companies in the country have not yet been able to generate.

For this study, data were collected using semi-structured interviews and field observations. Interviews were conducted with the Factory Manager, Human Resource Manager and the Business Manager of the company. Sustainable manufacturing process and the adherence to fair-trade principles were investigated in detail and verified by using two consecutive field visits.

X Ltd started in 1991 with 15 women employees, gradually developed into a social enterprise that empowers women entrepreneurs, which then led to a buildup of sustainable communities. It is a design-led handloom textile manufacturing company that has gained a solid reputation for supplying 100% cotton, handmade products of superior quality and innovative designs. As one of the dominant suppliers of quality handloom products in Sri Lanka, X Ltd gained a significant market share for a variety of handloom textile-based products such as handloom clothing, hand-crafted soft toys, household linen and also various types of accessories. The company also captures a place in the global market as a supplier of sustainable, handcrafted products. Approximately 85% of the company exports are sent to European countries such as Germany, UK, Netherlands, France and Italy. Further, X Ltd also caters to other export markets such as Australia, USA, Japan, India, Korea, Thailand, Norway, Sweden, China and Maldives. Products are showcased in some of the world renowned trade exhibitions such as the Frankfurt Gift Fair.

X Ltd owns four major production facilities located in the rural areas of the country. Main production facility comprises of a dye house, a weaving centre, a cutting room, an apparel manufacturing section and also toys and accessories manufacturing section. Additionally, there are various decentralized weaving centres or home-based weavers linked to the four major production facilities. Main production facility supports not only decentralized weaving centres but also home-based craftsmanship where discarded handloom textiles are converted into useful by-products. The company also owns retail shops in various cities in Sri Lanka to sell their products locally.

Case study reveals that the manufacturing practice of X Ltd represents some of the key elements of sustainable fashion. Their products are manufactured with an environmental and social responsibility in mind. Significant time is spent to develop unique designs, leaving space for creativity, with premium quality and longevity. Handloom fashion clothing is designed to be trans-seasonal and caters essentially to a high-end, niche market. Unique fashion designs give the consumers a personalized feeling and satisfaction of wearing a quality, handcrafted product.

X Ltd is committed to fair-trade principles with a special focus on community-centred sustainability through empowering poor, particularly women and differently able people. X Ltd is a member of WFTO since 2012 and committed to follow ten fair-trade principles, as described in the “ Fair-trade practice ” section. Moreover, manufacturing process has been developed to achieve ‘zero material waste’, which is further explained in the “ Zero-waste manufacturing ” section.

Fair-trade practice

X Ltd subscribes and maintains ten fair-trade standards prescribed by WFTO, as follows:

Creating opportunities for economically disadvantaged producers

This principle focuses on poverty alleviation through trade forms by providing opportunities for marginalized small-scale producers. X Ltd assists people who demonstrate weaving and craft skills yet struggle to find initial capital to purchase raw materials or unable to access a suitable market to sell their products at a reasonable price. X Ltd provides those people with various advocacy schemes by;

Providing raw materials, product designs and any other resources required to run a home-based production.

Providing residential training regarding product designs, expected quality levels and required skills for them to develop independent production facilities.

Appreciating and promoting their design ideas.

Committing to purchase their products at a fair price.

Moreover, company works with the local communities and encourages them to create working groups. They are provided with adequate resources such as raw materials and credit facilities to purchase machinery to start community-based manufacturing centres (for weaving or creating by-products from material waste). X Ltd is committed to buy their products by paying a fair price, which, in return, helps the community to be employed and raise their living standards.

Transparency and accountability

This principle highlights the requirement to be transparent in managing all aspects of the business. By adhering to this principle, X Ltd keeps records of all of its transactions and maintains evidence whenever possible. For instance, records are maintained for employee training, skill development programmes, welfare facilities and payments to third parties. Employees’ register is regularly updated for both in-house workers and those who work remotely. Company also maintains an event calendar for annual training programmes and welfare activities which are financed by the annual budget. An annual report is prepared including all the necessary information as per WFTO standards and presented in regular audits. In order to ensure the transparency and accountability, X Ltd provides updates to WFTO at regular basis regarding their events and actions.

Fair trading practices

X Ltd works cooperatively with its employees and maintains long-term relationships, especially with the employees who work remotely. Operational relationships are based on mutual trust, respect and effective communication. There is a guaranteed purchase of products manufactured in home-based or community centres. In case of quality issues or any other manufacturing defects, employees are retrained and the confidence is rebuilt, as the whole idea of fair-trade practice is to give these economically disadvantaged people a helping hand to raise their livelihood. This concept of trading goes beyond the commercial aspects of a business as an employer, and workers are continuously committed to develop and maintain fair trading practices. Moreover, if anyone in the surrounding community is interested in joining the business as a sub-contractor or an individual weaver, X Ltd provides necessary resources to start up the business such as initial training, loan facilities, raw materials and machineries. For those who are willing to be employed in the main production facility, several welfare facilities are provided by the company in order to create better working conditions. For example, bicycles are donated for the people who need to travel a long distance, and child day-care centres are operated within the premises so that parents could keep the children in their vicinity in the day care centre while working in the weaving centre. Women are encouraged to enrol their child to the day care centre, and they are allowed to visit their children during the lunch break, etc.

Payment of a fair price

A fair wage is paid for the employees who work in the production facilities, and the opportunity is given to earn incentives for any extra units produced beyond the target level. For home-based workers or decentralized working groups, raw materials are provided and a guaranteed minimum price is paid for each of the unit produced. X Ltd has an open policy to disclose the cost breakdown of any product manufactured, which facilitates workers to ensure that they are getting a fair price. X Ltd also allocates a percentage of the annual profit for employees’ training, development and welfare facilities.

Ensuring no child labour or forced labour

Recruitment of employees and payment structures are based on the national labour law. People below 18 years of age are not recruited, and child labour is strictly prohibited, even in a home-based working environment. Production efficiency target is set for 50%, and the employees are not forced to exceed the target. However, an incentive is paid for the individuals who exceed the daily target with the expected quality. Decentralized or home-based workers experience a very flexible working environment, and their targets are considerably lower than the factory targets, yet it is agreed upon to complete a specified amount of pieces within a given period of time. Individual circumstances are considered, and manageable targets are set for people who have personal commitments, as fair-trade practice always promotes ethical working conditions.

Commitment to non-discrimination, gender equity, women’s economic empowerment and freedom of association

X Ltd does not discriminate its employees based on their gender, disability, religion or race. Both male and female workers are employed; however, female employees represent the majority of the workforce (95% are female workers). Nevertheless, the management represents 50% of male and 50% of female workers. There are also differently able employees working in production facilities and in home-based centres. They are given special attention and provided with achievable production targets. Particularly, women employees are empowered and encouraged to take the leadership of the business. The nature of the business facilitates empowering women as most of weavers or craft workers are women who may ultimately become entrepreneurs or the leaders in weaving or craft centres.

While there are no restrictions to join trade unions, company has developed an internal system to listen and resolve the issues or concerns of the employees. Small groups comprising of few employees and management representatives are formed for the purpose of providing a platform to discuss any concerns or issues of employees. Those discussions usually lead to identify problems and provide appropriate solutions. Management representatives of each group forward the discussion minutes to the ‘think tank’ team which is comprised of senior managers. They evaluate the issues and forward the recommendations to the board of directors for further action. The company has been able to resolve several employee issues through this initiative, which can be recognized not only as a friendly approach to deal with employees’ concerns but also as a platform where several ideas for business improvement would emerge.

Ensuring good working conditions

X Ltd is committed to provide safe and healthy working environment for all of its employees as per the guidelines provided in the national labour law. Employees are educated regarding health and safety requirements through regular awareness programmes organized by the company. Frequent audits are conducted to ensure safety working conditions, both in production facilities and decentralized working centres.

Providing capacity building

X Ltd supports to develop skills and capabilities of the employees, from home-based weaver to the top management. New employees receive 6 months training that focuses on process awareness and skill development. Management staff undergoes an assignment-based training in each section of the company, which in turn would help to improve their knowledge regarding the working process of each of the sections and the skill/knowledge required to fulfil each of the tasks. Moreover, company-sponsored education or training programmes (skill development, quality, leadership, etc.) are provided to the employees, including home-based workers, in order to upgrade their knowledge and skills. Progress of each employee is evaluated through an employee appraisal system, which is held once in every 3 months, and the employees are further developed using follow-up action plan.

Promoting fair trade

X Ltd promotes the concept of fair trade both locally and internationally through awareness programmes, displaying fair-trade logo or a label and taking part in various fair-trade fares. In several occasions, company management has been invited to give promotional speeches in world fair-trade conferences.

Respect for the environment

While handloom industry is recognized as an environmentally sustainable industry due to its low energy and resources used, X Ltd has taken further sustainable initiatives to improve its environmental performance. Raw cotton is imported from India and dyed in a company-owned dye house by using standard German dyes, which are less toxic. Waste water from the dye house is treated and released to agricultural fields, and the dye sludge is sent to be reused in the cement industry. The production process focuses on achieving zero material waste, as explained in the “ Zero-waste manufacturing ” section.

Zero-waste manufacturing

X Ltd takes a responsible approach to avoid landfill or incineration of textile waste and to promote reuse of waste 100% to create various by-products. ‘Zero material waste’ is the goal of this approach where waste fabrics from one manufacturing process are used as input materials to create another product. Fabrics are woven entirely by using handloom machines, and the output could be either a handloom saree or a fabric. If the product is a saree, it is woven for the required dimensions without generating any waste material. Other handloom fabrics are mainly used to produce handloom apparel, household linen, accessories and soft toys.

Handloom apparel products are limited in designs and quantities. As the fabrics are colourful and attractive, designs are meant to be simple, yet those garments are suitable for many occasions due to their premium quality and rich appearance. Waste fabrics generated from the apparel manufacturing process are used to create diverse range of by-products, as shown in Fig. 1 . These waste fabrics are used very systematically and creatively and selected carefully for each of the by-product based on the size of the waste material. For example, the largest pieces of fabrics are used to create products such as bed runners, pillow cases or tablecloths. Next size set of waste fabrics is used to create products such as table mats, soft toys and laptop covers. Subsequently, remaining sizes are used to manufacture purses, patchwork products (table mats, appliqués for cushion covers, small soft toys, etc.). The smallest set of waste fabrics are used to manufacture accessories such as hair bands, necklaces, key tags and home decorations. X Ltd connects with a number of local craft workers and provides them with waste materials to manufacture those by-products.

Product range: achieving product diversity through zero material waste approach

As the company policy is to divert all wastes from landfills, even a small piece of fabric is not wasted, rather reused to make something useful and marketable. Tiny pieces of fabric off-cuts are utilized to produce thin layers of sheets as shown in Fig. 2 . The production process of creating such sheets includes grinding small fabric pieces and mixing them with glue, squeezing using rollers and pasting back into fabric to make colourful, thin layers of sheets. Those sheets are exported to Sweden to be used for packaging purposes or craft work at nursery schools.

Craft sheets created from waste fabrics

Not only waste fabrics but also waste threads are reused to make very creative lamp shades in various shapes and attractive colours, as shown in Fig. 3 . Premium quality is integrated into all products that target high-end consumer markets, both locally and internationally.

Lamp shades created from waste threadsᅟ

Environmental and social challenges faced by the global textile and fashion industry should be dealt with the development of a range of solutions. As consumers increasingly respect the environment and ethical practices, sustainable and fair trade certified fashion products are in demand. Fair trade is a recognized strategy for rural development in the Global South. While traditional welfare approaches have failed to address the labour issues associated with the international trade, fair-trade movement has remarkably bridged the Northern consumers’ interest on ethical purchasing with the Southern producers’ efforts of gaining fair returns. This type of a concept is extremely important for uplifting living standards of the rural communities and the fashion consumers who are longing for ethical and green products.

This case study provides a good example of the application of fair-trade principles in the textile handloom industry. Here, it is evident that there is a definite potential of this practice to establish a new direction in environmentally and socially responsible textile and fashion products. Fair-trade principle is a globally recognized approach for fair terms of trade. Community benefits from the fair trade are easily identified through the study. The key benefits would be the increase of employment opportunities for the people who require paid work, empowering individuals, capacity building, improving the quality of life and strengthening the social cohesion within a community.

It is well understood that the 30 years of civil war in Sri Lanka destroyed the infrastructure, injured the country’s productive forces, weakened the moderate influential people and resulted in identity withdrawal. Furthermore, during these extended periods of war, local women often suffered directly or indirectly as their husbands and adult children took up arms. Textile handloom manufacturers in North and North East regions were heavily affected by this situation, and thus, the industry experienced a decline. In attempting to redevelop these communities in the post-war era, bringing together populations and the use of stabilizing projects cannot be fully achieved using the traditional economic models which are merely driven by profits. Alternatively, fair and sustainable trade could provide a valid and beneficial approach in rebuilding communities. Fair-trade approach could open up opportunities for local producers in the war-affected areas to earn sustainable income and improve future prospects for their communities. Therefore, it is vital to invest on restoring this industry in war-affected regions and assist them to align the business with fair-trade principles. This type of an initiative would help to achieve a rapid improvement on the well-being of the local populations and enhance the pacification of relationship with former rivals. In this regard, this case study provides a feasible trading approach that could be adopted to rebuild the textile handloom industry in the war-affected regions of Sri Lanka.

Home-based or community-centred working models evident through this study provide a viable employment option for rural women who want to contribute to family earnings but unable to travel long distances due to family commitments. Nevertheless, many rural women in Sri Lanka tend to go abroad as domestic workers to raise their living standard, which leads to several social issues including the safety and protection of the children and the unrest among family members. A home-based or a village-based employment opportunity could resolve many of those issues and would provide a flexible working environment for women to balance their work life and family life. It is therefore evident that the fair-trade approach could become a potential solution for the issues of poverty and well-being of the rural community of Sri Lanka.

Successful application of the concept of ‘zero material waste’ in X Ltd boldly confronts the common understanding of ‘achieving a waste free manufacturing environment is unrealistic’. Moreover, this study proves that zero-waste approach carries obvious potential for positive economic growth. Indeed, product diversification of X Ltd is achieved through the zero material waste approach, in which waste materials are used as resources to design various by-products that cater to different market segments. For instance, soft toys, fashion accessories and patchwork products are designed using waste materials, and they can be introduced to a different market to that of their core products. While most of those products have already gained access in the global market, rapid increase in the global demand for sustainable and fair-trade products would open up new trade avenues.

Achieving business success whilst respecting the three pillars of sustainability (economic, social and environmental) is still a struggle to many businesses. In this context, this study demonstrates a potentially viable business model that interlinks the environment, human well-being and economic benefits for the success of a business. Key features of this model could be highlighted as community-centred production, guaranteed minimum price leading to a stable income for workers, more accessibility to export markets through fair-trade labelling, enhancement of producer self-confidence, reduction of disputes, resistance to conflicts and respect for the environment.

Recommendation for future research

Sri Lankan craft sector is still under explored to understand its potential to reap economic benefits. Furthermore, conventional economic data always underestimates the capacity of this sector and its potential for the development of microeconomies. Many small-scale producers seem to be often ignored, and therefore, an accurate representation of the economic, social and cultural impact of this industry is lacking. Hence, it is recommended to conduct a detail study of the handloom sector to discover the current status and also to update statistical data of the sector that would support further research and analysis.

This case study demonstrated the application of fair-trade principles using a single case. It is recommended to conduct similar type of studies with other handloom manufacturing organizations in Sri Lanka to enable comparative analysis and verification of the impacts of fair trading. It is also worthwhile to investigate the possibility of applying fair-trade principles to other community-based craft industries in Sri Lanka, in order to make those industries economically, socially and environmentally sustainable in the long run. Moreover, fair-trade impact assessment on craftsmen in enhancing capacities and improving their quality of life needs to be explored through direct dialogues with them.

Conclusions

The study attempts to explore the possible connection between craft practice and sustainable development. This research demonstrates the successful application of fair-trade principles in developing sustainable trades and communities. It also suggest a sustainable business approach that could possibly be adopted by other textile handloom manufacturers and craft businesses. If this model was to be expanded significantly with the inclusion of communities affected by war, it would positively influence local economy and also the society by alleviating poverty, rebuilding collaborative relationships among different ethnic groups and safeguarding the cultural identity of Sri Lanka.

Sustainability is soon changing from an option to a necessity. As the global demand for sustainable and ethical products surge, application of sustainable and ethical aspects in developing textile handloom products would help to improve the recognition and also the market share in the local and global markets. It is therefore recommended to explore other community-based craft practices in Sri Lanka and investigate the possibility of turning those to profitable businesses by aligning them with sustainable development and fair-trade principles.

This research is limited to a single case study and cannot be generalized to a wider population. However, this study invites other craft practitioners to revisit their manufacturing processes and investigate the possible application of sustainable and fair-trade principles into their businesses to harness the social and economic development.

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Authors’ contributions

DGK designed the research and methods. DGK, SP and TW conducted the field visits and collected the data. DGK and SP drafted the manuscript. TW provided the technical help. All authors read and approved the final manuscript submission.

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Dissanayake, D.G.K., Perera, S. & Wanniarachchi, T. Sustainable and ethical manufacturing: a case study from handloom industry. Text Cloth Sustain 3 , 2 (2017). https://doi.org/10.1186/s40689-016-0024-3

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Received : 30 August 2016

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New Ethics Case Studies Published

NSPE Today New Ethics Case Studies Published

NSPE’s Board of Ethical Review has published six new case studies that provide engineering ethics guidance using factbased scenarios. The cases cover the topics of plan stamping; gifts; the public health, safety, and welfare; conflicts of interest; responsible charge; and job qualifications. NSPE established the Board of Ethical Review in June 1954 due to many requests by engineers, state societies, and chapters for interpretations of the Code of Ethics in specific circumstances. Since the publishing of the first case in 1958, which involved questionable actions on a World Bank-financed hydroelectric project, the case catalog has grown to nearly 650.

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Implementation of Sustainable Manufacturing Practices in Indian SME: A Case Study

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First Online: 22 July 2023
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Naveen Anand Daniel 13 ,
Ravinder Kumar 13 ,
Rahul Sindhwani 13 &
K. Mathiyazhagan 14

Part of the book series: Lecture Notes in Mechanical Engineering ((LNME))

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International Conference on Advancement in Manufacturing Engineering

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The objective of Sustainable Manufacturing practices (SMP) in manufacturing industries are to minimize the adverse effects of manufacturing operations on the environment and at the same time optimize the production efficiency. In post COVID-19 scenario, customers and manufacturers both are more conscious about the sustainability initiatives. Traditionally the concept of Sustainable Manufacturing (SM) was looked upon by the small-scale industries as the hurdle to the efficiency and profitability. Many researchers have carried out the studies and shown that the adoption of SMP is beneficial in the long term for manufacturing organizations. However, studies on SMP adoption in small and medium enterprises (SMEs) need to be done holistically. Current research presents a case study on adoption of SMP in an Indian small-scale industry. Semi structured interviews, website, and other published information are source of primary and secondary data used for case study. From case study it is observed that technology up gradation, training of employees, formulation of appropriate organizational policies, following government rules and regulations, proper handling of the market competition, creating customer demands are the main factors that case organization considers for the implementation of SMP.

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Daniel N, Pathak A, Ravichandran P, Adith S, Kumar N (2022) Analysing the role of Industry 4.0 in sustainable lean manufacturing. Int J Serv Oper Manag. https://doi.org/10.1504/IJSOM.2021.10046299

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Daniel, N.A., Kumar, R., Sindhwani, R., Mathiyazhagan, K. (2023). Implementation of Sustainable Manufacturing Practices in Indian SME: A Case Study. In: Kumar, H., Jain, P.K., Goel, S. (eds) Recent Advances in Intelligent Manufacturing. ICAME 2022. Lecture Notes in Mechanical Engineering. Springer, Singapore. https://doi.org/10.1007/978-981-99-1308-4_25

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Case study 1. A manufacturing company provides jobs for many people in a small town where employment is not easy to find. The company has stayed in the town even though it could find cheaper workers elsewhere, because workers are loyal to the company due to the jobs it provides. Over the years, the company has developed a reputation in the town ...
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PDF Engineering Ethics: Three Case Studies
MTI lead on-site rep presented charts leading to first (engineering) recommendation: "O-Ring temp must be 53 degF (or greater) at launch." NASA on-site reps asked for and got MTI higher management telecom concurrence. After off-line conference, top management in Utah withdrew earlier objection.
Apple Suppliers & Labor Practices
We have chosen to stay engaged and attempt to drive changes on the ground.". In an effort for greater transparency, Apple has released annual reports detailing their work with suppliers and labor practices. While more recent investigations have shown some improvements to suppliers' working conditions, Apple continues to face criticism as ...
Sustainable and ethical manufacturing: a case study from handloom
A case study approach was employed to investigate the sustainable and ethical manufacturing practices of a handloom textile manufacturing company based in Sri Lanka. Case study is considered as the preferred method when holistic, in-depth investigation is needed, as this method allows the researcher to closely examine the data within a specific ...
Contract Manufacturing: Dealing with Supply Chain Ethics Challenges
This case describes a number of situations in which important customers of a major electronics manufacturing firm (contract manufacturer) behaved in a manner that could be considered "ethically challenged." The case is told from the perspective of the EMS firm's ECO, who was personally involved in addressing these issues.
(PDF) Blaze Manufacturing: An Ethical Analysis
laze Manufacturing is a small, closelyheld textile manufacturing operation located in upstate New. York. They make textile products such as bedsp reads and curtains for institutiona l customers ...
PDF Ethics for the Real Word: Case Studies in Industrial Ethics
Case Studies in Industrial Ethics William Jordan, Ph.D., P.E. Mechanical Engineering Program Louisiana Tech University Ruston, LA 71272 [email protected] Abstract Engineering ethics is regarded as an important component of an engineering education by the engineering accreditation agency, ABET. ABET criterion 3-f states that "Engineering ...
(PDF) Sustainable and ethical manufacturing: a case study from handloom
Through a case study drawn from handloom industry, this paper explores a manufacturing approach that is committed to fair-trade principles and designed to prevent waste.
Case Studies
More than 70 cases pair ethics concepts with real world situations. From journalism, performing arts, and scientific research to sports, law, and business, these case studies explore current and historic ethical dilemmas, their motivating biases, and their consequences. Each case includes discussion questions, related videos, and a bibliography.
Implementing Ethical 'Code of Work Ethics': A Case Study of Apple and
Companies are required to apply a Code of Work Ethics to their workers to improve the welfare. of workers and build a better corporate image. 1 Introduction. Apple is the largest electro nics ...
New Ethics Case Studies Published
Fall 2021 NSPE Today New Ethics Case Studies Published NSPE's Board of Ethical Review has published six new case studies that provide engineering ethics guidance using factbased scenarios. The cases cover the topics of plan stamping; gifts; the public health, safety, and welfare; conflicts of interest; responsible charge; and job qualifications.
Engineering Ethics Cases
The engineering ethics cases in this series were written by Santa Clara University School of Engineering students Clare Bartlett, Nabilah Deen, and Jocelyn Tan, who worked as Hackworth Engineering Ethics Fellows at the Markkula Center for Applied Ethics over the course of the 2014-2015 academic year. In order to write these cases, the fellows ...
Business Ethics Cases
A Business Ethics Case Study. An employee at an after-school learning institution must balance a decision to accept or decline an offered gift, while considering the cultural norms of the client, upholding the best interests of all stakeholders, and following the operational rules of his employer.
Case Study
Case Study journal of business case studies first quarter 2016 volume 12, number blaze manufacturing: an ethical analysis wanda causseaux, dba, cma, siena ... Case Study - Unit 4 - Blaze Manufacturing An Ethical Analysis. Case Study. Course. Management Capstone (BUS 5910) ... it is possible that Wendy may have to seek advice from an IMA Ethics ...
PDF Case Studies In Engineering Ethics
TECHNICAL, ETHICS CASE STUDIES. Case 1 - False Claim of Production Source. A major company was unsuccessful in bidding on a complex gyroscopic control system for a military aircraft. Using strong political connections with the White House, they forced a Pentagon level review of the evaluation. The proposal claimed all portions of the system ...
Implementation of Sustainable Manufacturing Practices in ...
In this paper, a case study has been conducted in Indian SME (XYZ Ltd.). The main objective of the case study is to analyze the sustainability issues in manufacturing related to Indian SME in global scenario. Section 2 of the paper highlights the literature related to the study. Section 3 discusses the methodology "SAP-LAP" used in the study.
Mechanical Engineering Cases
Case studies on ethics for mechanical engineers. Off the Clock. A recently promoted manager at an industrial engineering company discovers that factory workers are asked to work more than eight hours a day without getting paid overtime. Unintended Effects.
PDF Hypothetical Cases in Engineering Ethics
Hypothetical case studies can address specific ethical principles and provide great design flexibility. This paper discusses hypothetical cases in engineering ethics in the context of instructional exercises or student competitions. Recommendations are given for the development of versatile cases and for approaching a case study or analysis.
Ethics Cases
A Business Ethics Case Study. The CFO of a family business faces difficult decisions about how to proceed when the COVID-19 pandemic changes the business revenue models, and one family shareholder wants a full buyout. Case studies and scenarios illustrating ethical dilemmas in business, medicine, technology, government, and education.
Saying STOP to a project after all have invested in it. Talking the
About the Global Business Ethics Survey® 2023 Global Business Ethics Survey® Explore New GBES® Data; EthicsStat® ECI Research; GBES ® Dashboard; Resources. Business Integrity Library; The Daily Brief; ECI Blog; Talking the Walk Case Studies; Working Groups & White Papers; Members Pulse Survey; Ethics & Compliance Toolkit; Career Center ...

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