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

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 re...

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Detalhes bibliográficos
Autores: Giner Alor-Hernández, Cuauhtemoc Sanchez Ramirez, Emilio Jimenez, Julio Blanco Fernandez, Juan_Ignacio Latorre_Biel, Jorge L Garcia
Formato: artículo
Estado:Versión publicada
Fecha de publicación:2018
País:México
Recursos:Universidad Autónoma de Ciudad Juárez
Repositorio:Repositorio Institucional de la Universidad Autónoma de Ciudad Juárez
OAI Identifier:oai:uacj.mx:oai:cathi.uacj.mx:20.500.11961ir-3917
Acesso em linha:https://doi.org/10.3390/su10061828
Access Level:acceso abierto
Palavra-chave:six sigma; total quality management; quality assurance; investment in human resources
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spelling Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and SustainabilityGiner Alor-HernándezCuauhtemoc Sanchez RamirezEmilio JimenezJulio Blanco FernandezJuan_Ignacio Latorre_BielJorge L Garciasix sigma; total quality management; quality assurance; investment in human resourcesinfo:eu-repo/classification/cti/7Six 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.Giner Alor-HernándezCuauhtemoc Sanchez RamirezEmilio JimenezJulio Blanco FernandezJuan Ignacio Latorre-Biel2018info:eu-repo/semantics/articleArtículoinfo:eu-repo/semantics/publishedVersionhttps://doi.org/10.3390/su10061828reponame:Repositorio Institucional de la Universidad Autónoma de Ciudad Juárezinstname:Universidad Autónoma de Ciudad Juárezinstacron:UACJen_USinfo:eu-repo/semantics/openAccesshttp://creativecommons.org/licenses/by-nc/4.0oai:uacj.mx:oai:cathi.uacj.mx:20.500.11961ir-39172025-11-26T19:47:10Z
dc.title.none.fl_str_mv Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability
title Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability
spellingShingle Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability
Giner Alor-Hernández
six sigma; total quality management; quality assurance; investment in human resources
info:eu-repo/classification/cti/7
title_short Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability
title_full Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability
title_fullStr Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability
title_full_unstemmed Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability
title_sort Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability
dc.creator.none.fl_str_mv Giner Alor-Hernández
Cuauhtemoc Sanchez Ramirez
Emilio Jimenez
Julio Blanco Fernandez
Juan_Ignacio Latorre_Biel
Jorge L Garcia
author Giner Alor-Hernández
author_facet Giner Alor-Hernández
Cuauhtemoc Sanchez Ramirez
Emilio Jimenez
Julio Blanco Fernandez
Juan_Ignacio Latorre_Biel
Jorge L Garcia
author_role author
author2 Cuauhtemoc Sanchez Ramirez
Emilio Jimenez
Julio Blanco Fernandez
Juan_Ignacio Latorre_Biel
Jorge L Garcia
author2_role author
author
author
author
author
dc.contributor.none.fl_str_mv Giner Alor-Hernández
Cuauhtemoc Sanchez Ramirez
Emilio Jimenez
Julio Blanco Fernandez
Juan Ignacio Latorre-Biel
dc.subject.none.fl_str_mv six sigma; total quality management; quality assurance; investment in human resources
info:eu-repo/classification/cti/7
topic six sigma; total quality management; quality assurance; investment in human resources
info:eu-repo/classification/cti/7
description 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.
publishDate 2018
dc.date.none.fl_str_mv 2018
dc.type.none.fl_str_mv info:eu-repo/semantics/article
Artículo
info:eu-repo/semantics/publishedVersion
format article
status_str publishedVersion
dc.identifier.none.fl_str_mv https://doi.org/10.3390/su10061828
url https://doi.org/10.3390/su10061828
dc.language.none.fl_str_mv en_US
language_invalid_str_mv en_US
dc.rights.none.fl_str_mv info:eu-repo/semantics/openAccess
http://creativecommons.org/licenses/by-nc/4.0
eu_rights_str_mv openAccess
rights_invalid_str_mv http://creativecommons.org/licenses/by-nc/4.0
dc.source.none.fl_str_mv reponame:Repositorio Institucional de la Universidad Autónoma de Ciudad Juárez
instname:Universidad Autónoma de Ciudad Juárez
instacron:UACJ
instname_str Universidad Autónoma de Ciudad Juárez
instacron_str UACJ
institution UACJ
reponame_str Repositorio Institucional de la Universidad Autónoma de Ciudad Juárez
collection Repositorio Institucional de la Universidad Autónoma de Ciudad Juárez
repository.name.fl_str_mv
repository.mail.fl_str_mv
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score 15,811543

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