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<p>This study analyzed the relationships among Kaizen (KAI), the PDCA cycle, social sustainability (SOS), and economic sustainability (ESU) in the Mexican manufacturing industry using a structural equation model evaluated via partial least squares (PLS-SEM). The variables were related through six hypotheses, which were validated using data from 834 participants. The results indicate that KAI has a robust effect on PDCA (β = 0.797, p &lt; 0.001), accounting for 63.6% of its variability. The indirect effects mediated by PDCA and SOS were significant, especially in the KAI → ESU relationship, where 61% of the total effect was mediated by SOS. SOS had the largest direct effect on the ESU (β = 0.386, p &lt; 0.001), empirically confirming the Triple Bottom Line arguments. The probability-based sensitivity analysis concludes that companies with KAI + have a 70% probability of achieving PDCA + , while SOS- has a 73.6% risk of ESU-. It is concluded that KAI requires the institutionalization of PDCA and the development of human capital to maximize financial returns, thereby justifying investments in continuous improvement and corporate social responsibility programs. The findings demonstrate that KAI requires institutionalization of the PDCA cycle and human capital development to maximize economic returns, providing quantitative evidence to justify investments in continuous improvement and corporate social responsibility.</p>

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Integration of Kaizen-PDCA for Economic and Social Sustainability in the Manufacturing Industry: A Structural Equation Model

  • 期刊论文

  • 发表日期：

    2026年3月11日

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  • Jorge Luis García Alcaraz,
  • Jorge Limón Romero,
  • Julián Israel Duque Aguilar,
  • Emilio Jiménez Macías,
  • Yashar Aryanfar,
  • Antonio Javier Barragán

摘要

This study analyzed the relationships among Kaizen (KAI), the PDCA cycle, social sustainability (SOS), and economic sustainability (ESU) in the Mexican manufacturing industry using a structural equation model evaluated via partial least squares (PLS-SEM). The variables were related through six hypotheses, which were validated using data from 834 participants. The results indicate that KAI has a robust effect on PDCA (β = 0.797, p < 0.001), accounting for 63.6% of its variability. The indirect effects mediated by PDCA and SOS were significant, especially in the KAI → ESU relationship, where 61% of the total effect was mediated by SOS. SOS had the largest direct effect on the ESU (β = 0.386, p < 0.001), empirically confirming the Triple Bottom Line arguments. The probability-based sensitivity analysis concludes that companies with KAI + have a 70% probability of achieving PDCA + , while SOS- has a 73.6% risk of ESU-. It is concluded that KAI requires the institutionalization of PDCA and the development of human capital to maximize financial returns, thereby justifying investments in continuous improvement and corporate social responsibility programs. The findings demonstrate that KAI requires institutionalization of the PDCA cycle and human capital development to maximize economic returns, providing quantitative evidence to justify investments in continuous improvement and corporate social responsibility.