GLIMS Journal of Management Review and Transformation
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A. Maragathamuthu1 
and P. Thillai Rajan2
1Department of Management Studies, Madurai Kamaraj University, Madurai, Tamil Nadu, India
2 Department of Business Administration, Thiagarajar College, Madurai, Tamil Nadu, India
This article analyses the impact of organisational culture on Lean Six Sigma (LSS) initiatives to enhance supply chain capacity and sustainability. LSS decreases waste and variability; nonetheless, a culture characterised by leadership commitment, employee empowerment, collaboration and ongoing improvement is essential to fully realise its potential. The review is structured to first address the general link between culture and LSS, then focus on its specific application in the supply chain, and finally, its impact on capacity management. A structured questionnaire will be developed based on the insights from the literature review. This questionnaire will be distributed to a broader sample of supply chain professionals. The survey will use a Likert scale to measure different dimensions of organisational culture and the perceived success of LSS projects in improving capacity. The study findings indicate that the supply chain management workforce mostly includes a substantial number of procurement professionals and demand planners, in addition to possessing considerable expertise. A culture that prioritises continuous improvement is positively impacted by robust leadership and management support, employee empowerment and engagement, along with effective communication and cooperation. To improve supply chain capacity using LSS, businesses must first develop a good culture. Clear communication, rewarding participation and empowering people may help companies overcome objections and develop a strong, efficient and sustainable supply chain.
Continuous improvement, Lean Six Sigma (LSS), organisational culture, supply chain capacity, socio-technical systems, strategic framework, operational resilience
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