The Role of Organizational Culture in the Implementation of Lean Tools Towards Operational Performance in an Aerospace Company
Keywords:
Lean Tools Implementation; Operational Performance; Organizational Culture; Aerospace CompanyAbstract
The global marketplace has undergone a significant transition that characterizes industry in the twenty-first century. Delivering high-quality products quickly drives manufacturers to optimize their operations, manufacturing processes, and all potential supply chain nodes. This is due to intense global competition, quick technological change, advances in manufacturing and information technology, and discerning customers. To obtain a competitive edge, the pursuit of this optimization has increased the need for faster product creation, more flexible production, waste reduction, better process control, effective workforce use, and worldwide reach. The purpose of this research is to investigate the role of organizational culture in the implementation of lean tools toward operational performance in an aerospace company. The study is based on a survey conducted and data collected from an aerospace company located in Melaka. 346 targeted respondents from the aerospace company ranging from the executive to non-executive levels familiar with lean were involved in this study. SmartPLS 3.0 software was to test all the hypotheses. The findings indicated that lean tool implementation had a positive relationship with operational performance and organizational culture. However, organizational culture did not show any relationship with lean tools and operational performance. By offering information that will increase the success rate of lean tool implementation or make an aerospace firm more competitive, this study may benefit companies that are currently applying lean tools.
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