The current economic climate is putting a massive strain and pressure on the priorities of businesses large and small. In these conditions it is no wonder that the priorities of most have been streamlined and reduced to core functions. What was once a nice idea is no longer allowed if there is no immediate profit benefit to the company concerned. This reduction in areas of commitment for most businesses has led some of the most significant movements of the last few years on the side-lines, notably energy efficiency and carbon usage reduction initiatives. Although understandable it can be very easily shown that this is a short-sighted approach.

The direct correlation between resources used and cost to the business is explicit. Having said this, without a plan to move forward with reducing energy use and carbon footprint the whole idea can seem better left alone until brighter times return. This is totally understandable and usually comes from a failure to quantify outcomes and cost savings. Any manager on restricted budgets will want to have two vital pieces of information before committing budget resources to a project. These are “How much?” and “How long?” The lack of expertise in these fields means that many companies will, by necessity, leave this to one side in favour of more quantifiable projects and budgetary commitments.

The use of a Lean management expert in these situations can force a break in the cycle of the unknown and allow a glimpse of the outcomes to be expected. Once a plan has clearly defined outcomes then the rest of the process can be followed as in any project. The key here is the wisdom to engage outside help at the correct time and of the correct type. Lean consulting companies like Bristol’s Suaju Ltd, have a wealth of experience of defining outcomes and laying out a plan at project inception.

Using expertise like this can put energy efficiency and carbon footprint reduction back on the agenda by defining, in real terms, the amounts that can be saved by taking a course of action. For instance, they may define your core functions in energy usage and cost to the business. If this core business function were to be, say, software production,

The consultant may suggest that software outsourcing be a more cost effective route, either from an energetic or a company resources point of view. Even if this course of action can be shown to save only one pound more than the total cost of the project then the company concerned can confidently put energy saving and carbon usage reduction back on the agenda and stand proud, out in the world where all too many are ignoring this critical path to save the reduction in lifestyle of future generations.

Many will still say that with the economy being the way it is they cannot take on board new initiatives, but those that have the insight and determination to go the extra mile can gain cost savings and kudos in the wider community. In these days of social marketing and peer recommendation, any company that can gain the extra respect of the public at large whilst continuing with its core functions will reap the financial rewards, in the long term certainly but in the short term also.

Source:-http://www.press-release-service.co.uk/using-software-outsourcing-and-lean-management-principles-energy-efficiency-can-be-at-the-top-of-the-agenda-19287