In many developing nations today, the bottled water sector plays a vital role in the national economy. The productivity of manufacturing companies is determined by how efficiently they convert inputs into outputs. However, there is a lack of comprehensive research investigating the integrated application of Lean, Six Sigma, and the Malcolm Baldrige National Quality Award (MBNQA) framework to enhance productivity within the beverage production process. This study explores the integration of modern tools into the production process to boost productivity and continuously improve quality in leading beverage industries and trading. The thesis addresses existing gaps by proposing a model for integrated continuous quality improvement to enhance productivity in top beverage industries and trading. The research employs a mixed-method approach, incorporating both qualitative and quantitative analyses, and utilizing primary and secondary data sources. Correlation analysis conducted using SPSS software revealed strong associations between various variables, such as defects versus waiting, Lean versus Just-In-Time (JIT), consistency versus pricing, input-related versus capital-related issues, and human resource focus versus strategic planning. These findings highlight key factors influencing the performance of the case company. The study found the Defects Per Million Opportunities (DPMO) to be 44,100.94, with a corresponding Six Sigma value of 3.2. Process Cycle Efficiency (PCE) was determined to be 57.65%. The main causes of defects identified were under filling, uncapped bottles, and negative pressure. Using a cause-and-effect diagram, the root causes of these defects were pinpointed, accounting for 26.53% of total defects. Failure Modes and Effects Analysis (FMEA) was conducted at each stage of the current process to identify process failures, analyze and enhance production quality, with the highest Risk Priority Numbers (RPN) identified in raw material inspection and the filling process. An integrated Lean Six Sigma and MBNQA model was proposed, creating a strategic framework aimed at achieving operational excellence by merging the strengths of the Baldrige model with Lean and Six Sigma methodologies Key words: lean manufacturing, six sigma, Malcolm Baldrige national quality award, DMAIC