## 4 Discussion
Among the administrative factors, notable elements include organizational communication, the involvement and commitment of senior management, resources (time, technological, and economic), common objectives and goals, reward and recognition system, performance and evaluation management, policies and procedures, and the assignment of roles and tasks. Regarding technical factors, the most crucial ones include knowledge, skills, and abilities; human complementarity and multifunctionality; information technology; training; and support teams and consultants. Finally, among the paramount psychosocial factors are leadership, member participation and empowerment, collaborative cooperation, shared values, and interpersonal conflict management. After analyzing the studies obtained through the literature search and review process, it becomes evident that the CSFs of work teams play a crucial role in the success and development of continuous improvement projects. Despite the proven benefits that the use of continuous improvement tools can bring to organizations, it has been demonstrated that not all projects are successfully concluded [5]. The above is consistent with the results of various investigations analyzed by [PERSON] et al. [37]. For example, in the UK, it was shown that less than 10% of the organizations were successfully implementing the Lean approach. Similarly, the application of a survey to the aerospace sector in 2005 was reported, the results of which showed low satisfaction (less than 50%) with the results of the implementation of Six Sigma. However, it is worth highlighting that the success or failure of projects depends on how they are implemented, so the existing dissatisfaction is due to a lack of attention to the critical success factors that affect their implementation and  
Figure 7: Comparative chart of CSF classification for the effectiveness of TW. Own elaboration. not to a shortage of continuous improvement programs [38]. Typically, the development of these projects requires the utilization of resources (financial, operational, time, and effort). Therefore, if not executed properly, it can result in losses for organizations. From this standpoint, Figure 2 demonstrates a noticeable increase in studies on critical success factors for continuous improvement in recent years. This upward trend directly corresponds to heightened organizational awareness in human resource management and a vested interest in influencing work teams to achieve the goals and objectives of continuous improvement projects and, by extension, those of the organization. In this sense, [PERSON] et al. [39] highlight that organizations based on team structures are those that currently achieve high levels of quality, which are essential to compete in the global market. Likewise, these organizations not only achieve the fulfillment of their objectives as a company but also manage to satisfy the needs of their staff. [PERSON] and [PERSON] [40] analyzed the contribution that the define measure analyze improve control (DMAIC) continuous improvement methodology has had and its application in some companies in the food industry in different Latin American countries. The authors showed that this methodology has helped strengthen this industrial sector, and they highlight Mexico as the country that has made the most publications on the application of continuous improvement tools and their benefits within organizations. On the other hand, the study conducted by [PERSON] et al. [41], analyzes the proposal and implementation of a process improvement within an industrial company, identifying the activities that did not generate value, to reduce or eliminate waste with Kaizen continuous improvement tools, five's, and VSM. As a result, an increase in product performance to 89% and an increase in efficiency to 72% was obtained, demonstrating that it is possible to reduce time and raw-material waste without the need to automate the process.