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This paper presents a structural equation model that relates knowledge coordination with access to information in the process of implementing Six Sigma and their impact on the quality and economic benefits obtained. The model integrates four latent variables (knowledge coordination and access to information as independent variables; quality benefits and economic benefits as dependent variables), that are intertwined by five hypotheses validated statistically through the partial least squares technique using data from 301 responses to a survey applied in the maquiladora industry. Findings suggest that to obtain benefits associated with product quality, information and knowledge acquired from Six Sigma, projects must be carefully saved, managed, and analysed with appropriate statistical techniques applied by green and black belts. However, to obtain economic benefits, the information and knowledge must be transformed into benefits associated with quality such as reduction in delivery time, reduction of customer complains and compliance with standards demanded by the customer.

This paper reports a structural equation model to relate three critical success factors for total quality management (TQM) (i.e. managerial commitment, role of quality department, and quality policies) with customer satisfaction benefits through six hypotheses, which are statistically tested with information from 398 responses to a survey applied to Mexican manufacturing industry and using partial least squares technique integrated in WarpPLS v.6 software. The paper also reports a sensitivity analysis based on conditional probabilities for analyze low and high scenarios. Findings indicate that managerial commitment is the most important variable to ensure TQM, yet it depends on the role of the quality department for deploy quality policies and guarantee customer satisfaction. Similarly, sensibility analysis demonstrate that high levels of managerial commitment always guarantee a high performance in quality departments and good quality policies, thereby contributing to customer satisfaction. From this perspective, there are statistical evidence to declare that managers and operators are the main facilitators of TQM success.