Introduction: In an increasingly competitive manufacturing sector, companies are adopting innovative approaches, such as the Lean Six Sigma methodology, to enhance their operations, competitiveness, and sustainability. This study explores the effect of Lean Six Sigma methodology and data-driven decision-making on sustainable manufacturing practices.Methods: The study employs thematic analysis to clarify and identify principle nodes and themes, including Six Sigma, quality improvement, management approaches, and front-line worker perspectives. The analysis aims to deepen understanding of Lean Six Sigma principles and their implications for sustainable manufacturing practices.Results: The analysis identifies employee motivation, balanced scorecards, company culture, Customer Relationship Management (CRM), and data-driven decision-making as key drivers of sustainable manufacturing practices. Evidence suggests that implementing Lean Six Sigma methodology, promoting data-driven decision-making, and nurturing a positive company culture enhances environmental performance in the manufacturing industry.Discussion: The findings indicate that Lean Six Sigma, data-driven decision-making, and a positive company culture are effective strategies to enhance sustainability in manufacturing, offering valuable insights for companies seeking to improve sustainability while maintaining competitiveness. This study underlines the potential of Lean Six Sigma as a cornerstone of sustainable manufacturing practices.
Different organizations have different cultures. Mostly employees spend more time at their workplace, culture of their organization affects both their work lives also their personal lives. This study aims to explore that how knowledge management process can be influenced by organizational culture in banking sector.
Knowledge management process and organizational culture are the emerging topics in workplaces which magnetize scholars to discover for future implications. This research is conducted in the banking sector of Pakistan which is based on the responses from 300 employees. The results are highly significant; knowledge management process and organizational culture have strong relation. Hence, our findings indicate that value perspective of organizational culture has strong impact on KM process. The study also gives some future directions for more research.
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