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New requirements from environmental and sustainability perspectives trigger new demands on companies and abilities to change their production systems. The objective of this paper is to present a multiple, retrospective case study where new solutions to meet environmental requirements have been implemented. The cases have been reviewed based on how the companies have managed to sustain and assure the functionality and performance of products when they were adapting and developing surface treatment processes. The paper presents criteria for a successful implementation, as well as obstacles and their effect on the business. A risk exposure is identified when changing the chemical processes, and certain key factors, such as testing and verification, cooperation, management and clear directives, committed key persons, and the number of variables in change, are identified as important for a successful implementation.

Manufacturing companies must become better at managing environmentally driven change in order to establish a sustainable world for future generations. Environmental issues such as energy, natural resources, pollution and waste offer both competitive opportunities and constraints, and are changing the competitive landscape in many industries. Even though several incentives have been initiated such as integrating the environmental management system into the quality management systems, still more needs to be done to achieve sustainable operations. In order to increase understanding of the strategic context of environmentally driven changes this paper explores driving forces for the implementation of environmental improvements within an organisation. Additionally, key factors supporting a successful implementation are further analysed. A framework is proposed which links together lessons learnt from implementing change from change- and quality management into sustainability- and environmental management in order to support manufacturing companies in their decision process towards a better environmental position.

Industry is a key player in the transition to a sustainable society. Still, even if several efforts have been made in practice and academia, more research is addressed in relation to implementing sustainable solutions. In accordance, the aim of the paper is to understand the management of environmentally driven projects in the manufacturing industry. A multiple international case study is conducted, including nine case companies. The study explores how the key factors for managing environmentally driven change relate to the organisational abilities. Apart from defining the supportive key factors, three important links for managing environmentally driven change are identified: how the requirements are introduced, the link between strategic and operational level and how the need for change is transferred to action and implementation. A model is developed that can be used for operations managers to consider the degree of proactivity in strategic planning of environmental change projects.

 Industry is a key player in the transition to a sustainable society. Still, even if several efforts have been made in practise and academia, more research is addressed in relation to implementing sustainable solutions. In accordance, this paper focuses on the implementation of complex environmental manufacturing technologies. A multiple case study is conducted, including four retrospective cases studying the implications of implementation of technology and identifying key factors effecting the outcome of the change. By considering change management theory, the results of the study contribute to practitioners by capturing practical learning that needs to be considered when implementing new complex manufacturing technologies. It gives an understanding of the uncertainty and implications that might occur during implementation of new environmental requirements as well as providing an insight of what key factors to consider in different stages of the implementation process.

Manufacturing companies need to respond to a sustainable development in view of the limitations of planet Earth. This paper explores driving forces for environmentally driven change by gathering interview data from 27 manufacturing plants in Europe and America. A proposed model connects external change triggers with required change actions within organizations.