doi: 10.3926 j iem .2009.v2n1.p128- 152 © © JI EM, 2009 – 2 1 : 128- 152 - I SSN: 2013- 0953
The roles of com m unication process for an effect ive lean m anufacturing im plem entat ion 139
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Based on the statistics in Table 1, there were 40 feedbacks accepted with 75.47 . Num ber of feedbacks rej ected is 3, which is 5.66 . Tot al num ber of em ployees
who were unwilling part icipant s were 10 person or 18.87 . Therefore, t he analysis of this study was based on 40 em ployees of t he com pany. The higher num ber of
people who want t o take part in t he study m eans that they are very positive towards the new changes and really understand what is happening in the
departm ent. This could happen only if there is a very good com m unication and int eract ion bet ween the various levels of em ployees. A good com m unication
process ensures that the em ployees were m ore recept ive to changes and were willing to accept and carry out the new ideas.
Figure 2 indicates the percentage of the respondents based on their levels in t he com pany. From the figure, the highest percentage of respondents is from bottom
level, which is 57.5 , followed by m iddle level wit h 22.5 . The lowest percentage of respondent s is from t op level, which is only 20 .
Figure 2. “ Respondent ’s Status in Percentage” .
4.1 Reliability
Cronbach’s Alpha was used t o assess int er- it em reliabilit y, wit h alpha values of 0.7 or higher considered t o indicat e accept able reliabilit y for est ablished scales
Soriano- Meier et al., 2002 . I nter- item reliability is the degree of internal consist ency, m easured by the int er- correlat ion am ong several it em s for t he sam e
construct Boyer, 1996 . Tables 2 indicate the Cronbach’s Alpha value for the
doi: 10.3926 j iem .2009.v2n1.p128- 152 © © JI EM, 2009 – 2 1 : 128- 152 - I SSN: 2013- 0953
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degree of adoption and the it em s if delet ed. The it em s represent the questions in the questionnaire.
Table 4.4a shows that the Alpha value for degree of adoption is 0.790, which exceeds the threshold. With the except ion of it em Q09, Vert ical I nform at ion
Functions, the scale reliabilities are highest when all the nine item s are included, which is 0.812. But the Alpha value j ust increased slightly, approxim ately 2.8 of
increm ent, even after elim inat ion of t his it em . Therefore the elim inat ion needs not necessarily t o be j ust ified Grandzol et al., 1998 .
Scale Mean
SD Alpha if deleted
Degree of Adoption DOA Alpha = 0.790
2.897 0.569 -
Item
Q01. Elim ination of Waste EW 2.750
0.954 0.755
Q02. Continuous I m provem ent CI 3.125
0.939 0.757
Q03. Zero Defect s ZD 3.000
0.961 0.774
Q04. Just- in- Tim e JI T 2.750
0.840 0.767
Q05. Pull I nst ead of Push PULL 2.675
0.888 0.768
Q06. Multifunctional Team MFT 3.275
0.933 0.742
Q07. Decentralized Responsibilit ies DEC 2.925
0.764 0.757
Q08. I ntegrated Funct ions I F 2.750
1.080 0.793
Q09. Vertical I nform at ion Funct ions VI F 2.825
0.984 0.812
Table 2. “ Reliability analyses of DOA of lean m anufacturing principles N= 40 ” .
Meanwhile Table 3 shows the results of reliability analyses for each set of supporting m anufacturing infrastructure construct indicators; Worker
Em powerm ent , Training, Group Problem Solving and Qualit y Leadership. I n addition, the m ean and standard deviation for m anagem ent com m itm ent in each
lean m anufacturing practice are also indicated. As for Qualit y Leadership indicat or, all t he support ing m anufact uring infrast ructure
construct Alpha value, exceeding the threshold with the lowest value at 0.782. Therefore elim ination of item s is not necessary as the im provem ent of Alpha value
is j ust m inim al. Based on t he m ean value, lean m anufact uring practices wit h the highest value of the com pany is 5’s and General Visual Managem ent; with a score
of 3.350. Managem ent is less com m itted to the Pull Production practices in the com pany; which m eans values are 2.525 only. Therefore, we will only m easure the
correlat ion between m anagem ent com m itm ent in 5’s and General Visual Managem ent with the four supporting m anufact uring infrast ructure indicat ors.
doi: 10.3926 j iem .2009.v2n1.p128- 152 © © JI EM, 2009 – 2 1 : 128- 152 - I SSN: 2013- 0953
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4.2 Correlation
