Applying Six Sigma DMAIC Process for Business Improvement Report

This report applies the Six Sigma DMAIC process to improve a global hotel's performance, focusing on enhancing customer satisfaction and sustainability initiatives. The report includes a business case for change, problem statement, and project scope. It presents a detailed Gantt chart outlining project activities and a flowchart illustrating the DMAIC process. Critical to Quality (CTQ) measurements are defined to assess performance. The project aims to increase occupancy rates, promote 'Green Options,' and address issues like the guest-cleaning program. The report analyzes internal threats and emphasizes customer awareness of services and sustainability. It provides a framework for managing operational activities efficiently, eliminating risks, and monitoring executing processes through proper controlling. The report concludes with a bibliography of relevant sources.

Running head: SIX SIGMA DMAIC PROCESS
Six Sigma DMAIC process
Name of the Student
Name of the University
Author Note

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Table of Contents
1. Business Case for the change......................................................................................................1
2. Problem Statement.......................................................................................................................2
3. Project Scope...............................................................................................................................2
4. Gantt Chart...................................................................................................................................3
5. Flowchart.....................................................................................................................................0
6. Critical to Quality (CTQ) measurements.....................................................................................1

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1. Business Case for the change
The Six Sigma DMAIC process will be applied for the change in manner to accomplish
competitive advantage. The aim of the change is to enhance the sustainability initiatives and
implement it within fewer budgets and improve the guest-cleaning program as currently, it is not
working in good manner. This project will be able to maintain the sustainability of the enterprise
and move ahead of the competitive organizations. Most of the customers are already asking
about the sustainability initiatives for the transport services and this project will be delivered
considering this sector of the organization too. The major focus of this project will be on
implementing or enhancing the existing features within the hotel and thus enhance the customer
experience and thus alternatively enhance the output through better hospitality services. The aim
of this approach will be to pinpoint and identify the laggings those are affecting the overall
performance of the hotel through eliminating the identified drawbacks. The purpose of this
project will be to make sure that the global hotel company would be able to improve the public
relation with its customers through these sustainability initiatives. This project will be helpful for
the global hotel in managing its operational activities in effective and efficient manner and
enhance the existing operational activities with higher efficiency. This will not only help in
enhancing its performance rather it will be helpful in eliminating the threats and risks those
might affect the organization and monitor the executing processes through proper controlling.

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This will be an appropriate time for the execution of this project as almost the
organization has been developed and data shows that whole year, it was occupied with 85%
customers. This data is high according to the hospitality business and some of the services are
still lagging as most of the consumers are not happy to the most. Thus, this project will now
consider these aspects considering the current problems and problems those might affect the
company in future. In the current situation, most of the guests seem to be not availing the
provided services such as guest-cleaning program, travel services and others. This can be
beneficial aspect for the implementation of the six sigma DMAIC process, which is capable of
solving these problems. Not executing this project could lead the organization to facing the
identified problems and these small problems could combine and become severe pains for the
organization and thus could affect the overall performance of the global hotel company.
2. Problem Statement
The global hotel company needs a possible measure for enhancing the customer attraction
and raise the data of occupancy to 100% and aware the guests about the “Green Option”.
3. Project Scope
This project will be capable of eliminating the existing internal threats to the global hotel
company without considering the external factors such as political and management changes as
the concerning topics for this project will be to enhance the performance of the organization.
This will also focus on increasing the customer awareness towards the products and services

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being provided by the company and to aware them about the sustainability initiatives that this
project will be introducing. This will not only helpful in enhancing the customer experience
rather it will affect the performance and output of the organization.
4. Gantt Chart
Activity List:
Task Name Duration Start Finish
Implementation of Six Sigma DMAIC 63 days Mon 22-01-18 Wed 18-04-18
Define Phase 7 days Mon 22-01-18 Tue 30-01-18
Assigning trained team 2 days Mon 22-01-18 Tue 23-01-18
Defining CTQs 2 days Wed 24-01-18 Thu 25-01-18
Team Charter Development 1 day Fri 26-01-18 Fri 26-01-18
Mapping Business processes 2 days Mon 29-01-18 Tue 30-01-18
Measure phase 14 days Wed 31-01-18 Mon 19-02-18
Identification of key measures 3 days Wed 31-01-18 Fri 02-02-18
business processes Identification 4 days Mon 05-02-18 Thu 08-02-18
Data collection 2 days Fri 09-02-18 Mon 12-02-18
Variations discussed 2 days Tue 13-02-18 Wed 14-02-18
Performance sigma/Baseline Calculation 3 days Thu 15-02-18 Mon 19-02-18
Analyse Phase 9 days Tue 20-02-18 Fri 02-03-18
Process and Data Analysis 4 days Tue 20-02-18 Fri 23-02-18
Analysing root cause 2 days Mon 26-02-18 Tue 27-02-18
Quantifying the opportunity 3 days Wed 28-02-18 Fri 02-03-18
Improve Phase 11 days Mon 05-03-18 Mon 19-03-18
Testing and generating Possible solutions 3 days Mon 05-03-18 Wed 07-03-18
Designing the implementation plan 3 days Thu 15-03-18 Mon 19-03-18
Control Phase 16 days Tue 20-03-18 Tue 10-04-18
Planning monitoring 3 days Tue 20-03-18 Thu 22-03-18
Standardizing processes 5 days Fri 23-03-18 Thu 29-03-18
Documenting procedures 6 days Fri 30-03-18 Fri 06-04-18
Response Plan 2 days Mon 09-04-18 Tue 10-04-18
Project Closure 6 days Wed 11-04-18 Wed 18-04-18
Sign off from each stakeholder 2 days Wed 11-04-18 Thu 12-04-18
Recording risks 2 days Fri 13-04-18 Mon 16-04-18
Transfer of ownership 2 days Tue 17-04-18 Wed 18-04-18

Running head: SIX SIGMA DMAIC PROCESS
Figure 1: Gantt Chart
(Source: Created by Author)

Define Measur
e
Analyz
e
Improv
e
Control
Scope, Define Problem
Benefits and objectives
Project Charter
Define AS IS Process
Measurement system
Process performance
Potential cause identification
Investigation
Causes to focus
Potential solution
Test and select solution
Implement Plan
Monitoring, controlling
Implement solution
Finalizing transition
Milest
one
Milesto
ne
Project
Closur
e
Milesto
ne
Milesto
ne
Running head: SIX SIGMA DMAIC PROCESS
5. Flowchart
Figure 2: Flow Chart of the Activities
(Source: Created by Author)

Process CapabilityProcess Variation Business Goals VOC Competitive benchmarksCustomer Behavior
CTQ Specification/Target
CTQ
Competition Design Targets Customer needs
Performance
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6. Critical to Quality (CTQ) measurements
Figure 3: CTQ measurements for Global Hotel
(Source: Created by Author)

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Cengage Learning.
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International Journal of Six Sigma and Competitive Advantage, 9(1), 37-55.
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Proceedings of International Conference on Emerging Trends in Mechanical
Engineering.
Patel, M. T. (2017, February). Six Sigma in Service Organization–A Critical Review. In
Proceedings of International Conference on Emerging Trends in Mechanical
Engineering.
Rao, H. R., & Thejaswini, M. L. (2014). Six sigma concept for food industry.
Talankar, A., Verma, P., & Seth, N. (2015). Modelling the clusters of critical success factors of
Six Sigma for non-formal service sectors using interpretive structural modelling.
International Journal of Six Sigma and Competitive Advantage, 9(2-4), 222-240.
Woods, D. T., McMurtrey, M. E., & Griffin, K. (2016). Six Sigma vs. Performance Solutions by
Milliken. Journal of Strategic Innovation and Sustainability, 11(2), 81.