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

Jorge Luis García-Alcaraz (), Giner Alor-Hernández (), Cuauhtémoc Sánchez-Ramírez (), Emilio Jiménez-Macías (), Julio Blanco-Fernández () and Juan I. Latorre-Biel ()
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Jorge Luis García-Alcaraz: Department of Industrial Engineering and Manufacturing, Universidad Autónoma de, Ciudad Juárez, Chihuahua 32310, Mexico
Giner Alor-Hernández: Division of Graduate Studies and Research, Instituto Tecnológico de Orizaba, Orizaba 94320, Mexico
Cuauhtémoc Sánchez-Ramírez: Division of Graduate Studies and Research, Instituto Tecnológico de Orizaba, Orizaba 94320, Mexico
Emilio Jiménez-Macías: Department of Electric Engineering, Universidad de La Rioja, 26004 Logroño, La Rioja, Spain
Julio Blanco-Fernández: Department of Mechanical Engineering, Universidad de La Rioja, 26004 Logroño, La Rioja, Spain
Juan I. Latorre-Biel: Department of Mechanical, Energy and Materials Engineering, Universidad de Navarra, 31006 Pamplona, Spain

Sustainability, 2018, vol. 10, issue 6, 1-21

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.

Keywords: six sigma; total quality management; quality assurance; investment in human resources (search for similar items in EconPapers)
JEL-codes: Q Q0 Q2 Q3 Q5 Q56 O13 (search for similar items in EconPapers)
Date: 2018
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