A significant organisational change is necessary for the successful use of Lean Six Sigma (LSS) to maximise supply chain capacity. This paper analyses the impact of organisational culture on Lean Six Sigma initiatives to enhance supply chain capacity adoption and sustainability. Lean Six Sigma decreases waste and variability; nonetheless, a culture characterised by leadership commitment, employee empowerment, collaboration, and ongoing improvement is essential to fully realise its potential. This study assesses literature, presents a research methodology, and delineates a conceptual framework to examine cultural success elements. Managers seeking to use Lean Six Sigma to develop resilient, efficient, and high-capacity supply chains might get advantages from the outcomes. Effectively executing Lean Six Sigma (LSS) to enhance supply chain capacity constitutes a significant organisational transformation. This article demonstrates that organisational culture may either facilitate or hinder Lean Six Sigma efforts to enhance supply chain capacity. LSS minimises waste and variability; nevertheless, a supportive culture characterised by leadership commitment, employee empowerment, collaboration, and ongoing development is essential to fully realise its potential. This research analyses factors of cultural success using a conceptual framework, literature review, and methodology. Managers aiming to use Lean Six Sigma to develop resilient, efficient, and high-capacity supply chains might get advantages from the outcomes..