Lean Six Sigma is widely recognized for driving industrial efficiency, yet its effectiveness ultimately relies on an often-overlooked element: the human mind. In labor intensive sectors, such as Bangladesh’s textile industry, where continuous process improvement is essential for global competitiveness, implementation efforts frequently encounter socio-technical resistance rooted in low literacy, limited conceptual understanding, and operational constraints. This study investigates these human-centered challenges by examining workers’ emotional and perceptual responses before, during, and after the introduction of Six Sigma practices. A qualitative research design was employed, using transcribed and coded individual interviews as the primary data source. The findings reveal a clear progression of emotional stages. At the outset, workers demonstrated strong denial, confusion, and resistance, driven by uncertainty and difficulty grasping Six Sigma’s technical and graphical concepts. Their educational limitations and the absence of an established culture of continuous improvement further amplified these negative reactions. As the implementation matured, workers gradually transitioned toward acceptance. In the final stage, they recognized the value of the improvements, reporting enhanced productivity, greater clarity in tasks, and more efficient workflow execution. Acceptance emerged only when workers observed concrete, comprehensible results, underscoring the critical role of communication, simplified explanations, and leadership support. This study provides practical guidance for organizations seeking to implement Lean Six Sigma in low-literacy, labor-intensive environments and lays the groundwork for future broader quantitative validation across diverse industrial settings.