Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability

Abstract

Six Sigma is a methodology widely used in manufacturing production to guarantee quality and several factors facilitate its success. This paper presents a structural equations model to identify the relationships between managerial commitment, Six Sigma implementation strategy, investments in human resources and the economic benefits obtained; and five hypotheses are proposed. These variables are also related to sustainability, especially human resources, a paradigm very combinable with Six Sigma. The model is evaluated using partial least squares and information obtained from 301 Mexican manufacturing companies from different industrial sectors. The results indicate that managerial commitment is the basis for Six Sigma success, but requires an adequate implementation strategy focused on customers and their needs, which must integrate an investment plan in human resources that is focused on training and teamwork. In addition, managers must have a reward program that encourages motivation and recognizes the achievements of the human resources involved.

A study into the reasons for process improvement project failures: results from a pilot survey

“…To improve communication, Six Sigma project leaders (BB or GB) should be in contact with the project champions on a regular basis to; discuss project progress, receive feedback and promote knowledge and experience transfer (García-Alcaraz et al, 2018).…”

“…Monitoring and control in project management are important factors for setting the pace for process improvement projects by a process expert (Antony and Gupta, 2018;Arumugan, Antony, Kumar, 2013). Organizations should review projects regularly to understand project progress (García-Alcaraz et al, 2018;Laux, Jonhson, Cada, 2015).…”

“…Barriers to communication in the project design and implementation phase should be identified as early as possible, as clear communication and clear and shared understanding of the project scope must be in place in order to reduce the chances of project failure (Antony and Gupta, 2019;Gray and Anantatmula, 2009). García-Alcaraz et al (2018) contend that project leaders and project members should use communication and information technologies ( Jadhav et al, 2014;Marzagão and Carvalho, 2016) for effective knowledge sharing and for tracking the progress of multi-organizational projects (Antony and Gupta, 2019). Furthermore, the quality of the information (i.e.…”

“…Top management commitment is necessary for project selection, prioritization and progress monitoring and to define and monitor the pace of project improvement (Arumugam et al , 2013; García-Alcaraz et al , 2018). One of the most important factors in achieving project success is the selection of the “right” Six Sigma projects (Bilgen and Şen, 2012; Kumar et al , 2009).…”

“…García-Alcaraz et al (2018) contend that project leaders and project members should use communication and information technologies (Jadhav et al , 2014; Marzagão and Carvalho, 2016) for effective knowledge sharing and for tracking the progress of multi-organizational projects (Antony and Gupta, 2019). Furthermore, the quality of the information (i.e.…”