The main objective of the study; is to analyze the relationships that connect the main variables: Lean management practices and Gemba practices on the dependent variable sustainable performance, through the Lean Leadership as an intermediate variable. The research follows a descriptive research design. A simple random technique was used to obtain (30) respondents; (15) management personnel and (15) employees acquainted. The questionnaire consists of (56) statements distributed in (4) sections; each section consisted of (14) statements. The data analysis process incorporated the use of software such as SPSS and SmartPLS. Partial least squares structural equation modelling (PLS-SEM) is used to test the hypotheses of the research model. PLS regression will enable the mapping of the direct and mediating effect between the variables. The findings revealed that: the Gemba Practices, Lean Leadership and Lean Management Practices can explain 39.4% of the variance in Sustainability Performance. there is a medium effect size of Gemba Practices (0.238) on the Sustainability Performance. Likewise, the findings reveal that there is a small effect size of Gemba Practices and Lean Management Practices on the Lean Leadership with values of 0.075 and 0.094 respectively. In addition, the findings reveal that there is a small effect of Lean Leadership on Sustainability Performance construct with value of 0.046, and no effect of Lean Management Practices on Sustainability Performance.
lean management Gemba practices lean leadership sustainable performance
Birincil Dil | İngilizce |
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Bölüm | Makaleler |
Yazarlar | |
Yayımlanma Tarihi | 31 Aralık 2021 |
Gönderilme Tarihi | 1 Kasım 2021 |
Yayımlandığı Sayı | Yıl 2021Cilt: 7 Sayı: 21 |
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