Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability
Abstract
:1. Introduction
2. Literature Review and Hypotheses
2.1. Managerial Commitment (MC)
- Management regularly reviews the progress of six sigma projects (MC1);
- Management encourages knowledge transfer across different departments and the organisational structure (MC2);
- Management encourages interdepartmental cooperation in planning six sigma projects (MC3);
- Management requests reports on the progress of projects in each department (MC4);
- Management assigns the appropriate personnel for each project (MC5).
2.2. Six Sigma Implementation Strategy (IS)
- There is an organisational structure that supports six sigma, including Black Belts, Green Belts and Yellow Belts (IS1);
- Meetings are held between six sigma project leaders and project team members to enable monitoring (IS2);
- Six Sigma projects are related to clients’ demands (IS3);
- Improvement teams are aware of clients’ requirements (IS4);
- Department heads review clients’ demands and complaints before creating a six sigma project (IS5).
2.3. Investment in Human Resources for SS (HRI)
2.3.1. Education and Training (ET)
- There is a regular training schedule (ET1);
- Blank belts (BBs) and Green belts (GBs) are assigned to advise on six sigma projects (ET2);
- BBs and GBs are involved in the analysis of problems associated with the six sigma project (ET3);
- The workload is adjusted to allow time for education and training (ET4);
- Materials and software are provided for analysing the information (ET5).
2.3.2. Incentives (IN)
- Award ceremonies are held for certification as GBs, BBs, etc. (IN1);
- Regular awards are presented for the best six sigma projects (IN2);
- Project outcomes are considered in career performance and impact on the income of project members (IN3);
- The abandonment of an six sigma project affects promotion to higher positions (IN4);
- The outcomes of an six sigma project affect annual bonuses or salary increases at year end (IN5).
2.4. Six Sigma Economical Benefits
- there are savings in production costs (ECB1);
- a competitive advantage is created for the company (ECB2);
- there are increased returns on investment (ECB3);
- there are increased sales (ECB4);
- there is reduced wastage (ECB5).
2.5. Sustainability and Environmental Benefits
3. Materials and Methods
3.1. Stage 1: Information Collection
3.2. Stage 2: Analysis of Information
- For parametric predictive validity, R-squared and adjusted R-squared were used, expecting values higher than 0.02, while for non-parametric predictive validity, Q-squared was used, with values expected to be similar to those of R-squared.
- For internal validity, Cronbach’s alpha and the composite reliability index were used, accepting values higher than 0.7.
- For convergent validity, average variance extracted (AVE) was used, accepting values higher than 0.5.
- For measuring collinearity, variance inflation factors were used, accepting values lower than 3.3.
- For predictive validity, Average R-Squared (ARS) and Average Adjusted R-Squared (AARS) were used, associated with a p-value that must be less than 0.05.
- For measuring the collinearity between the latent variables, the average variance inflation factor (AVIF) and the average full collinearity VIF (AFVIF) were used, which must have values less than 3.3.
- For measuring the fitness of the data obtained for the model proposed, the Tenenhaus Goodness of Fit (GoF) index was used, which must have values greater than 0.36.
4. Results
4.1. The Sample
4.2. Descriptive Analysis of the Sample
4.3. Data Validation
4.4. Structural Equation Model
- Average path coefficient (APC) = 0.425, p < 0.001
- Average R-squared (ARS) = 0.433, p < 0.001
- Average adjusted R-squared (AARS) = 0.430, p < 0.001
- Average block VIF (AVIF) = 1.514, acceptable if ≤5, ideally ≤3.3
- Average full collinearity VIF (AFVIF) = 1.974, acceptable if ≤5, ideally ≤3.3
- Tenenhaus GoF (GoF) = 0.565, small ≥ 0.1, medium ≥ 0.25, large ≥ 0.36
4.4.1. Direct Effects
4.4.2. Size of Effects
4.4.3. Sum of Indirect Effects
4.4.4. Total Effects
5. Discussion and Industrial Implications
6. Limitations and Future Research
Author Contributions
Funding
Acknowledgments
Conflicts of Interest
References
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Certification | Aeronautic | Electric | Automotive | Electronic | Medical | Other |
---|---|---|---|---|---|---|
Champion | 0 | 2 | 6 | 0 | 0 | 2 |
Master Black Belt | 2 | 5 | 33 | 5 | 0 | 5 |
Black Belt | 3 | 16 | 45 | 9 | 4 | 9 |
Green Belt | 1 | 5 | 33 | 2 | 8 | 10 |
Yellow Belt | 1 | 4 | 62 | 7 | 4 | 4 |
Acronym | Item | Median | IR |
---|---|---|---|
MC3 | Management encourages interdepartmental cooperation in planning six sigma projects | 3.59 | 1.62 |
MC5 | Management assigns the appropriate personnel for each project | 3.53 | 1.6 |
MC4 | Management requests reports on the progress of projects in each department | 3.52 | 1.58 |
MC2 | Management encourages knowledge transfer across different departments and the organisational structure | 3.44 | 1.41 |
MC1 | Management regularly reviews the progress of six sigma projects | 3.24 | 1.14 |
IS5 | Department heads review clients’ demands and complaints before creating an six sigma project | 3.99 | 2.18 |
IS4 | Improvement teams are aware of clients’ requirements | 3.95 | 2.25 |
IS1 | There is an organisational structure that supports six sigma including Black Belts (BBs), Green Belts (GBs) and Yellow Belts (YBs) | 3.79 | 2.01 |
IS2 | Meetings are held between six sigma project leaders and project team members to enable monitoring | 3.73 | 1.94 |
IS3 | Six Sigma projects are related to clients’ demands | 3.72 | 1.81 |
ET4 | The workload is adjusted to allow time for education and training | 3.67 | 1.84 |
ET3 | Black Belts (BBs) and Green Belts (GBs) are involved in the analysis of problems associated with the six sigma project | 3.66 | 1.81 |
ET5 | Materials and software are provided for analysing the information | 3.62 | 1.67 |
ET2 | Black belts (BBs) and Green Belts (GBs) are assigned to advise on six sigma projects | 3.42 | 1.5 |
ER1 | There is a regular training schedule | 3.24 | 1.16 |
IN3 | Project outcomes are considered in career performance and impact on the income of project members | 3.44 | 1.52 |
IN2 | Regular awards are presented for the best six sigma projects | 3.26 | 1.14 |
IN4 | The abandonment of an six sigma project affects promotion to higher positions | 3.14 | 1.05 |
IN1 | Award ceremonies are held for certification as Black belts (BBs) and Green Belts (GBs), etc. | 3.12 | 0.95 |
IN5 | The outcomes of a six sigma project affect annual bonuses or salary increases at year end | 3.06 | 0.78 |
ECB1 | There are savings in production costs | 3.99 | 2.29 |
ECB5 | There is reduced wastage | 3.99 | 2.34 |
ECB2 | A competitive advantage is created for the company | 3.91 | 2.3 |
ECB4 | There are increased sales | 3.87 | 2.12 |
ECB3 | There are increased returns on investment | 3.81 | 2.08 |
Index | Managerial commitment | Implementation strategy | Economical benefits | Investment in human resources |
---|---|---|---|---|
R2-Squared | 0.381 | 0.484 | 0.434 | |
Adjusted R2-Squared | 0.379 | 0.481 | 0.430 | |
Compose reliability | 0.919 | 0.919 | 0.923 | 0.920 |
Cronbach’s alpha | 0.890 | 0.890 | 0.896 | 0.826 |
Average variance extracted | 0.695 | 0.695 | 0.706 | 0.852 |
Variance inflation index | 2.047 | 2.071 | 1.990 | 1.790 |
Q2-Squared | 0.382 | 0.486 | 0.436 |
To | From | |
---|---|---|
Managerial commitment | Implementation strategy | |
Economical benefits | β = 0.486 (p < 0.001) ES = 0.282 | β = 0.069 (p < 0.001) ES = 0.046 |
Investment in human resources | β = 0.157 (p < 0.001) ES = 0.098 |
To | From | ||
---|---|---|---|
Managerial commitment | Implementation strategy | Investment in human resources | |
Economical benefits | β = 0.617 (p < 0.001) ES = 0.381 | ||
Investment in human resources | β = 0.486 (p < 0.001) ES = 0.282 | β = 0.578 (p < 0.001) ES = 0.380 | β = 0.274 (p < 0.001) ES = 0.150 |
Investment in human resources | β = 0.627 (p < 0.001) ES = 0.394 | β = 0.254 (p < 0.001) ES = 0.138 |
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García-Alcaraz, J.L.; Alor-Hernández, G.; Sánchez-Ramírez, C.; Jiménez-Macías, E.; Blanco-Fernández, J.; Latorre-Biel, J.I. Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability. Sustainability 2018, 10, 1828. https://doi.org/10.3390/su10061828
García-Alcaraz JL, Alor-Hernández G, Sánchez-Ramírez C, Jiménez-Macías E, Blanco-Fernández J, Latorre-Biel JI. Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability. Sustainability. 2018; 10(6):1828. https://doi.org/10.3390/su10061828
Chicago/Turabian StyleGarcía-Alcaraz, Jorge Luis, Giner Alor-Hernández, Cuauhtémoc Sánchez-Ramírez, Emilio Jiménez-Macías, Julio Blanco-Fernández, and Juan I. Latorre-Biel. 2018. "Mediating Role of the Six Sigma Implementation Strategy and Investment in Human Resources in Economic Success and Sustainability" Sustainability 10, no. 6: 1828. https://doi.org/10.3390/su10061828