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003			MY-KuUP
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008			230828t20232023my a|||fr|||| 000 0 eng d
020			_aTHE0009704 (Local) _qHardback
040			_aUMP _beng _cUMP _erda
090			_aFIM .A45 2023 r Thesis
100	1		_aZarifa Amira Binti Zulkeflee, _eauthor.
245	1	0	_aLean management implementation in malaysian public sector : _bcritical success factors and performance implications / _cZarifa Amira Binti Zulkeflee
264		1	_aKuantan, Pahang : _bUMP, _c2023
264		4	_c©2023
300			_axiv, 178 pages : _billustrations (some color) ; _c30 cm. + _e1 CD-ROM
336			_2rdacontent _atext
336			_2rdacontent _atext
337			_2rdamedia _aunmediated
337			_2rdamedia _acomputer
338			_2rdacarrier _avolume
338			_2rdacarrier _acomputer disc
347			_2rda _atext file _bPDF
500			_aFaculty of Industrial Management
502			_aThesis (Master of Science) -- Universiti Malaysia Pahang – 2023
504			_aIncludes bibliographical references
520	3		_aThe performance of the Malaysian public sector is facing several significant issues (e.g., service performance, customer satisfaction, operational costs, etc.) caused by the existence of waste (i.e., non-value-added activities) in their service operations. Therefore, this study aims to investigate the effects of lean management implementation on public sector performances along with the critical success factors (i.e., lean resources, lean leadership, lean culture, and lean knowledge management) of its implementation. This cross-sectional quantitative survey collected 131 questionnaires from public organisations in Malaysia that were selected through a stratified random sampling procedure. The population is divided into three strata: federal, state, and local governments, and from each stratum, a random number of samples were chosen from the stratum. Data were analysed by using the structural equation modelling (SEM) approach with SmartPLS professionals. Findings show that lean resources, lean culture, and lean knowledge management are critical success factors that affect the implementation of lean management in the public sector in Malaysia. Lean leadership is not supported as a critical success factor as previous studies have a different point of view when it comes to the top management level in the Malaysian public sector. It happened when the leaders did not fully comprehend the application of lean management, the idea of lean could not reach their subordinates. Subsequently, the holistic implementation of lean management will help the public sector organisations in Malaysia to enhance their performance. Theoretically, this study extends the boundary of knowledge in the field of operations management by looking into public organizations from the perspectives of the resourcebased view and complementarity theories. As a result, practitioners and policymakers could use the insight from this study to tailor strategies for leveraging public sector performance in Malaysia.
610	2	0	_aFaculty of Industrial Management _xDissertations
650		0	_aUniversities and colleges _xDissertations
650		0	_aTheses
942			_2lcc _cTHESIS