The Influence Factor of Lean Behaviour Toward Job Performance in Fujitsu Component (Malaysia)
Yunos Ngadiman1, Abdul Talib Bon2, David Martin3, Subatra A/P Krishnan4
1Yunos Ngadiman, Faculty of Technology Management and Business, Universiti Tun Hussein Onn Malaysia, Parit Raja, Batu Pahat, Johor, Malaysia.
2Abdul Talib Bon, Faculty of Technology Management and Business, Universiti Tun Hussein Onn Malaysia, Parit Raja, Batu Pahat, Johor, Malaysia.
3David Martin, Faculty of Technology Management and Business, Universiti Tun Hussein Onn Malaysia, Parit Raja, Batu Pahat, Johor, Malaysia.
4Subatra A/P Krishnan, Faculty of Technology Management and Business, Universiti Tun Hussein Onn Malaysia, Parit Raja, Batu Pahat, Johor, Malaysia.
Manuscript received on 27 June 2019 | Revised Manuscript received on 15 July 2019 | Manuscript Published on 26 July 2019 | PP: 220-225 | Volume-8 Issue-2S2 July 2019 | Retrieval Number: B10400782S219/2019©BEIESP | DOI: 10.35940/ijrte.B1040.0782S219
Open Access | Editorial and Publishing Policies | Cite | Mendeley | Indexing and Abstracting
© The Authors. Blue Eyes Intelligence Engineering and Sciences Publication (BEIESP). This is an open access article under the CC-BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)
Abstract: In the past decades, existing researchers have widely ventured the context of lean. Lean behaviour includes one of the practices. Lean behaviour an important practice for developing behaviours that can eliminate the quantity of waste associated with big production line. In Malaysia, while in many businesses the notion of lean can be seen implemented, lean behavior methods appear to be vague. This study is therefore aimed at identifying the connection between lean behaviour factor and job performance in Fujistu Component (Malaysia). The information gathered was evaluated using version 22.0 of the Social Science Statistical Package (SPSS). The results from this study showed a positive connection between Respect for People and Job Performance (coefficient of correlation = 0.393), a positive relationship between Continuous Learning and Improvement and Job Performance (coefficient of correlation = 0.667), and finally a positive connection between Process and Result Driven and Job Performance (correlation coefficient value = 0.840). This means that these factors influence job performance in a positive way.
Keywords: Lean Behaviour, Job Performance, Lean Manufacturing Concept.
Scope of the Article: Component-Based Software Engineering