Purpose The purpose of this paper is to explore the link between TQM/Six Sigma practices and their impact on performance. Design/methodology/approach Based on the literature review of research that investigated the TQM and Six Sigma best practices and performance, the TQM/Six Sigma practices are classified into three key categories: top management commitment and support (TMCS), infrastructure and core practices. This paper proposes a path model linking these practices and performance. The empirical data were obtained from a survey of 91 Tunisian companies in different sectors. The research model was tested using partial least squares (PLS) technique based on SmartPLS software. Findings The result shows that the implementation of Six Sigma practices is based majorly on the TQM practices. Also, it reveals the positive impact of TQM/Six Sigma practices on performance. Furthermore, the analysis of path model reveals the relative interdependence and significant link between TMCS, infrastructure, core practices and performance. Research limitations/implications The path model tested in this study combines the TQM/Six Sigma practices and reveals their link with performance, which enhance the research theory of both two approaches. Moreover, it will be a useful support for the quality expert on the effective integration of TQM and Six Sigma methods. Originality/value This study is the first one which studies the link between TQM/Six Sigma practices and company’s performance in the Tunisian context based on PLS technique.

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The intensification of competitiveness and the fluctuation of industrial market were pushing the companies to ameliorate their product's quality and services in order to maintain their place in the market. They have a tendency to integrate various methods such as total quality management (TQM), Six Sigma (6-σ), and Lean Six Sigma (LSS). The Lean Six Sigma method became the focus of academic researches. Hence, huge empirical studies have been raised in this field which enhances the visibility of this quality method. Some focused to identify its particular aspects, tools, and concepts. Others reveal its positive repercussions on reducing the defects, waste of time, and reworks. Others attempt to develop specific model related to Lean Six Sigma to facilitate its implementation. Regarding the literature gap reviewing and highlighting the specific features of Lean Six Sigma, the requirement of recognizing its particular aspects is needed. The focus of this chapter firstly is to identify the performance metrics then to underline the Lean Six Sigma metrics in order to seek its link with business performance. Also a guideline for the best integration of Lean Six Sigma is also offered.

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