The Method of Implementing Six Sigma and investing in Human Resources play a Mediating Role in achieving Financial Success and Sustainable
Abstract
Purpose: Numerous elements contribute to the success of Six Sigma, a system that is extensively employed in manufacturing output to assure quality. Lean Six Sigma (LSS) is a widely implemented improvement initiative in various industries, including healthcare. Its effectiveness lies in its ability to boost an organization's competitiveness, with human capital being identified as a crucial factor in its success. Through the mediation of leadership and organisational culture, this study examines the integration of Human Resource Management (HRM) techniques and their influence on organisational financial efficiency. Reliable data analysis, effective didactic materials, statistical approaches, human expertise to enhance communication, and operational advantages are all necessary for the proper implementation of SS.
Methods: Partial least squares and data from 301 Vietnam manufacturing enterprises across various industries are used to assess the model. These factors also have an impact on sustainability, particularly human resources, which is a paradigm that works well with Six Sigma. In order to determine the connections between management commitments, the Six Sigma implementation approach, human resource investments, and the financial gains realised, this study offers a structural equations model. Five hypotheses are also put out.
Results: The findings show that while managerial commitment is essential for Six Sigma success, it also calls for a sufficient implementation strategy that prioritises customers' demands and incorporates an investment plan in human resources that emphasises collaboration and training.
Conclusion: Additionally, managers need to create a rewards system that promotes drive and acknowledges the accomplishments of the engaged human resources. In order to achieve these goals, Six Sigma must change the way individuals behave at work. Various work procedures and behavioural changes are essential. The implications for organisational performance management procedures are examined.
