The Influence of Culture on Operator Flexibility through Work Autonomy: Ergonomics and Leadership Perspectives
Keywords:
Lean culture, operator flexibility, work autonomy, line leadership, PLS-SEMAbstract
This study aims to analyze the influence of lean culture on operator functional flexibility, mediated by work autonomy and moderated by line leadership, within the manufacturing industry. A quantitative approach was employed, utilizing a survey method involving 93 workers in the Kendal Industrial Park (KIK). Data were analyzed using Partial Least Squares-Structural Equation Modeling (PLS-SEM). The results indicate that lean culture has a positive and significant effect on operator flexibility (β = 0.716; p < 0.001) and work autonomy (β = 0.662; p < 0.001). Work autonomy also positively influences operator flexibility (β = 0.476; p < 0.001) and mediates the relationship between lean culture and operator flexibility (β = 0.315; p < 0.001). However, line leadership was not found to moderate this relationship. These findings demonstrate that lean culture can enhance operator flexibility when implemented through the provision of work autonomy. The study underscores that integrating efficiency and flexibility is a crucial strategy for improving the adaptability of manufacturing companies in a dynamic business environment.
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Copyright (c) 2026 Purwanto purwanto, Ezar Amrullah, Hidayat Hidayat, Moh Jufriyanto, Akhmad Wasiur Rizqi, Alfi Zuhriya Khoirunnisaa
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