• Niyonsaba Marie Josee
• Gitahi Njenga

This study examined the effect of Lean Six Sigma implementation on the operational performance of the Rwanda Development Board, addressing the effects of training and education, process improvement, and leadership support. The study was guided by Lean Production Theory, the Theory of Constraints, and Six Sigma Theory, the research utilized a mixed-methods approach with descriptive and analytical designs. The target population comprised 74 RDB employees, and a census sampling technique was applied. A structured questionnaire was administered to study participants to assess the effect of training, process improvement, and leadership support on operational performance. The data collected from the questionnaire was analyzed using descriptive statistics such as frequencies, percentages, and mean scores to summarize the responses. Thematic analysis for qualitative analysis and Inferential statistics such as correlation analysis and regression analysis were used and to examine the relationships between variables and test the research hypotheses It included closed-ended and Likert scale questions. A pilot test ensured reliability (Cronbach’s alpha ≥ 0.7), and expert review confirmed content validity. Both electronic and physical versions were distributed for data collection, ensuring accuracy and consistency. The statistical analysis conducted revealed several significant findings regarding the influence of training and education, process improvement, and leadership support on operational performance. The analysis began with descriptive statistics, where it was found that a majority of respondents either agreed or strongly agreed that formal training, certification opportunities, and on-the-job training significantly improved task efficiency, with consistently high mean values indicating positive perceptions across these areas. Leadership support was also rated highly, as the majority of respondents perceived strong leadership commitment to operational improvements and resource allocation, reinforcing the essential role of leadership in fostering organizational success. The regression analysis showed a constant value of 2.006 (SE = 0.840, t = 2.388, p < 0.001), with training and education having a coefficient (B) of 0.062 (SE = 0.088, t = 0.705, p = 0.042), process improvement with B = 0.232 (SE = 0.127, t = 1.835, p = 0.048), and leadership support with B = 0.002 (SE = 0.126, t = 0.015, p = 0.088). High positive correlations were observed among variables: training and education (r = 0.793**, p < 0.01), process improvement (r = 0.818**, p < 0.01), and leadership support (r = 0.805**, p < 0.01), with all means > 0.7 and N = 74. The study concluded that training, LSS practices, and leadership significantly enhanced operational performance at RDB. Recommendations included expanding training programs, integrating LSS practices, and strengthening leadership support. Suggestions for further research involve exploring the long-term effect of these elements, understanding leadership mechanisms, and integrating advanced technologies.

Lean Six Sigma, Leadership Support, Operational Performance, Process Improvement, Training and Education

"Effects of Lean Six Sigma Implementation on Operational Performance of Rwanda Development Board", International Journal of Emerging Technologies and Innovative Research (www.jetir.org), ISSN:2349-5162, Vol.11, Issue 11, page no.e611-e629, November-2024, Available :http://www.jetir.org/papers/JETIR2411470.pdf

"Effects of Lean Six Sigma Implementation on Operational Performance of Rwanda Development Board", International Journal of Emerging Technologies and Innovative Research (www.jetir.org | UGC and issn Approved), ISSN:2349-5162, Vol.11, Issue 11, page no. ppe611-e629, November-2024, Available at : http://www.jetir.org/papers/JETIR2411470.pdf