Six Sigma Green Belt Project Charter 
By LEONIDAS DARAVELIS 
 
 

INFORMATION & COMMUNICATIONS TECHNOLOGY (ICT) HELPDESK -

Project Name INCREASING CUSTOMER SATISFACTION
Today’s Date 21/3/2020
Project Start Date 1 NOVEMBER 2018
Target Completion
30 APRIL 2019
Date
 

Project Element Response

Problem Statement Case study for the customer satisfaction increasing of the ICT Help Desk
 Includes time, of a major international airport. The ICT Help Desk is part of the IT
measurable Department within the corporate airport organization. The ICT Help Desk
item, gap and provides IT and Telecom support both to the airport corporate employees
business as well as to the airport business customers. The ICT Help Desk
impact supports over 1.000 corporate employees and over 400 airport
businesses and receives more than 300.000 calls annually from all
customers, ranging from interrupting Internet services, unlocking PC and
passwords, to support complex global airport network solutions. The
quality of their performance and the customer satisfaction is measured by
bi-annually customer survey (after the end of the summer and winter
season - November and May respectively) and had revealed a declining
customer satisfaction over the last 2 years. The scores are based upon a
5 point scale with the results in the following table:
Survey Customer Number of
Date Satisfaction Results Responses
November 2016 3.6 3058
May 2017 3.2 2972
November 2017 2.8 3343
May 2018 2.7 3129

 
  
Six Sigma Green Belt Project Charter 
By LEONIDAS DARAVELIS 
 
Business Case The declining results which are also impact the airport annual overall
 Why is this performance in the international airport quality rankings, had reached an
project unsatisfactory level prompting immediate remedial action.
important to do Bad customer satisfaction stems from deeper problems, which lead to
now? loss employee productivity and resulting in over 4 million Euros per year
 What is the in hard and soft costs.
project’s A Six Sigma project was needed to attack the problem because:
financial  Declining ICT Help Desk performance led to loss of productivity,
impact? adding increasing internal costs and impacting premium airport
 What is the business customers
impact on  Negative airport brand image as airport corporate ICT Department
DPMO/ Sigma was the sole high-tech service provider to the airport community
level?  The root causes for the customer continuous dissatisfaction
 What is the practically were unknown.
impact on
customer
service
Goal Statement Improve customer satisfaction of the Voice & Data Infrastructure group to
 Specific an average 4 or greater by end of April 2019.
 Measurable
 Achievable This will be accomplished by increasing the percentage of on-time
 Realistic resolution of the Voice & Data Infrastructure group from 78% to 95%.
 Time-bound
List of Improvement Measure (units) Baseline Goal
Goals
1. Customer Measure on a scale from 1
2.7 >4
Satisfaction (very satisfied) to 5
2.The Total Time to (extremely satisfied)
Resolution from
problem creation ticket
>= 6 hrs =< 4 hrs
to final ticket closure Measured in hrs
3. The number of
times the customer
ticket was internally
>=3 =< 1
transferred until solved Measured in frequency

 
  
Six Sigma Green Belt Project Charter 
By LEONIDAS DARAVELIS 
 
Process When the six sigma core project team was formed, the high level process
 Describe the was defined as below:
process in 1. Corporate or business customers initially reach Level-I engineer,
which the where customer information and issue/problem description were
problem exists collected.
2. If Level-I engineer could solve the problem, the he closed the
ticket and informed the customer.
3. If Level-I engineer could not solve the problem the ticket was
handed to the following internal ICT Help Desk groups (Level-II):
a) End-User IT Equipment
b) Software Applications
c) Voice & Data Infrastructure
d) Airport Systems

4. The engineers in the above Level-II groups were assigned to

solve the issue/problem.
5. Level-II engineers upon closure of the customer ticket report back
to Level-I engineers.
6. Level-I engineers closed the customer ticket
7. Level-I informed the customer for the closure of its ticket
Project Scope
 What part of The MAIC phases of the project will be executed over 5 months
the process will maximum in order to start controlling the improved process within the
be addressed? summer airport peak period.
 What are the
boundaries of The project will be start with a validation tollgate at the beginning
the project or followed with end-of-each-phase-milestones of each phase and the final
process? tollgate for the release of the project.
 What areas are
inside or The key metrics define the boundaries of the project.
outside the
team’s focus or It is outside of the project scope the insourcing or outsourcing of the ICT
authority? Help Desk services.
 Attach a
SIPOC
diagram if
necessary

Team Member Name

Project Sponsor Chief Operations Officer
Key Stakeholders Airport Corporate ICT Director
Airport Corporate Sales & Marketing Manager,
Airport Corporate Quality Department,
Key Airport-Community Business Customers representing all key airport
activities

 
  
Six Sigma Green Belt Project Charter 
By LEONIDAS DARAVELIS 
 
Team Lead Airport Quality Head
Team Members Airport ICT Help Desk Manager
Key Level-I and Level-II Engineers
Airport Quality Department Six Sigma Champion and Specialists
Process Owner Airport ICT Help Desk Manager
Other Six Sigma Green Belt Consultant
Timeline by Project Milestone Target Completion Date
Stage
Define Project Charter and kickoff November 2018
Measure Define and collect data December 2018
Analysis Find causes January 2019
Improve Fix causes March 2019
Control Standardize the fix April 2019
 

 

Team Charter 
Project Title
IT&TELECOM  INCREASING CUSTOMER
HELPDESK  SATISFACTION 
Expectation Example
Attendance is required at all team
meetings. Changes in meeting times
Attendance
must be made at least 24 hours ahead
of time.
Team members may not be substituted
Participation
unless approved by team leader.
We will stay on task and on topic, using
the Project Charter as our guide. A
Focus
meeting agenda will be publishedat
least one day in advance.
Interruptions for emergencies only.
Interruptions
Phones turned to silent.
All deliverables are expected to be
Preparation completed in a timely manner. Each
meeting will have a published agenda.
 
  
Team Rule   
A critical aspect of a successful project is proper
communication and team members don’t miss meetings. As the
project is a high profile project and a high budget project, it is
ensured that there is management buy-in to help ensure the
success of your project.
It is strongly mandatory the participation by all team members.
In case that the project team cross multiple departments within
the corporate organization company, special permissions may
need to be gained from their management to include them on
the team. Communication and negotiation is the key. Ask for
help from project own management if deemed necessary.   
Having the project charter as the guide, the project team must
stay on the objectives.
Developing the actual work breakdown structure will be discuss
in the brainstorming segment. It is important to keep track of
these items, to stay on time, and under budget.
Metrics will be a vitally important element to ensure the team
stay focused on the project objectives.
In case of having difficulties implementing the project plan due
to interferences, assistance from the top management should
be immediately requested.   
Team members listen to each other
  
Agenda and minutes of meeting are distributed ahead of time.
In certain cases One-to-few and one-to-one meetings
encounters prompt action.
As part of the effort to effectively communicate during a project,
its is necessary to document. It is well established that verbal   
  
Team Charter 
Project Title
IT&TELECOM  INCREASING CUSTOMER 
HELPDESK  SATISFACTION    
  
Expectation Example Team Rule   
exchanges can fall short when it comes to misunderstandings
and miscommunications. Things that we wish to document
include goals, sponsors, plans, schedules, milestones,
budgets, roles and responsibilities, deliverables, and metrics.
All those documents should be always part of the project team
preparation.
Meetings will begin as scheduled.
Meetings will begin promptly as
Timeliness
scheduled.
  
Types of decision making
 Authoritarian should not be used on a Six Sigma project 
 Consultative (Seek input from the team before making a 
decision). 
 Consensus (achieving consensus is the preferred method 
of decision making in a Lean Six Sigma team). 
We will choose the best decision-  Voting and 100% agreement 
making method for each situation. We
Decisions
will support decisions made by the Decision Making Techniques
team.  Brainstorming (A cause‐effect diagram is used in a 
brainstorming session.). 
 Hitting and running 
o Negative Polling (used to establish agreement 
within a team without taking a great deal of time. 
o Multi‐voting and Nominal group technique
  
  
Team Charter 
Project Title
IT&TELECOM  INCREASING CUSTOMER 
HELPDESK  SATISFACTION    
  
Expectation Example Team Rule   

Data We will rely on data to make decisions.
We welcome honest disagreements, as
long as everyone is treated with
Conflict
respect. A facilitator will be used if
conflict cannot be resolved.
Other   
All project activities rely on data to make decisions.
Team Conflict
 Has a negative impact on teams.
 Few people thrive
 Usually results in a lose/win situation or a lose/lose
situation.
 Rarely leads to creative alternative solutions.
 When 2 team members both express strong opposing
views, have each clearly state their positions.
Conflict resolution
 Have good conflict resolution practices
 If a team lead wants to be assertive, they must be
collaborative.
 Must not be avoiding, accommodating, or
compromising.   
-   

Team Member Role Signature   

           

           
 
  
Data Collection 
Project Title
INFORMATION & COMMUNICATIONS TECHNOLOGY (ICT) 
HELPDESK ‐ INCREASING CUSTOMER SATISFACTION    
  
Measure Rules   
Key Metrics for the project are:

What will you measure?
Characteristic Measurement
Measured on a scale of 1 (Very Dissatisfied) to 5
Customer Satisfaction
(Extremely Satisfied)
The Total Time for problem resolution from initial
problem ticket creation to final ticket closure Measured time in minutes
(TTR)
Number of times a customer ticket is internally
Measured as frequency
transferred until solved

  
The data for the all key metrics above are:

 Nominal type of data.

 Quantitative data
 Discrete data
What is the data type?
The Customer Satisfaction data will be collected via a Survey.

The TTR data will be collected via the Help Desk Software.

The Number of Internal Transfers will be collected via Face-to-Face interviews with the ICT Help Desk
Engineers.   
 
  
Process Map
Project Title
INFORMATION & COMMUNICATIONS TECHNOLOGY (ICT) 
HELPDESK ‐ INCREASING CUSTOMER SATISFACTION    
  
 

Airport Customers initially 
reach Level‐I Engineer, where 
Airport Customer has an ICT  Airport Customer Calls ICT Help  Ticket is opened for the Airport 
customer information and IT 
Request Desk Customer ICT request
issue/problem description is 
collected.

End‐User IT  Equipment
The relevant Level‐II group  If the Level‐I CT Engineer cannot  If the Level ‐I Engineer can solve 
Engineerrs are assigned to solve  Software Applications solve the  issue/problem,    the ICT problem , he solve it  at  
the Airport Customer ICT  Voice & Data Infrastructure forward the ticket to one of the  this stage, close the ticket and 
issue/problem. 4 Level‐II experts groups  inform the customer.
Airport Systems

The Level‐II Engineer upon 
Level‐I ICT Engineer informs the 
closure of the Airport Customer  Level‐I ICT Engineer closes the 
Airport Customer for the 
ticket report back to Level‐I  Airport Customer ticket
closure of its ticket
support.

 
  
Hypotheses before and after improvement).  
Project Title
INFORMATION & COMMUNICATIONS TECHNOLOGY (ICT) 
HELPDESK ‐ INCREASING CUSTOMER SATISFACTION    
  
Measure Hypothesis   
GOAL: Improve customer satisfaction of the IT Aviation to an average of 4 or greater by end of
2019.

Test Statistic Value (tc) = 2.7

NULL HYPOTHESIS (before the improvement)

H0 : Customer Satisfaction due to increased complexity cannot exceed tc and even can go lower than
Customer Satisfaction tc.
Improvement
ALTERNATIVE HYPOTHESIS (after the improvement)
H1: Customer Satisfaction can increase above tc if we increase the percentage of on‐time resolution 
by the IT Aviation group from 70% to 94%. 
 
Six Sigma project rejected the Null Hypothesis H0.
  
 
  
Data Analysis  
Project Title
INFORMATION & COMMUNICATIONS TECHNOLOGY (ICT) 
HELPDESK ‐ INCREASING CUSTOMER SATISFACTION    
 

Once the process map was identified, the scope of the problem deemed necessary to be narrowed in order to reach an achievable goal. However
the only known elements at this stage were the declining customer satisfaction. In order to identify and learn what the customer deemed important
for the ICT Help Desk, a Voice-Of-the-Customer (VOC) analysis was conducted in two phases:

Phases Analysis Process Result

Phase-1 Qualitative Analysis:
Discover which segments of customer
satisfaction are causing the problem
Phase-2 Quantitative Analysis:
Based on Phase-1 results conduct new
survey in order to:
1. Prioritize the characteristics
2. Help define specifications for each
characteristic
Establish one or multiple focus groups
Draft, test and dispatch new survey to large
number of airport customer employees
stratified by various factors:
 Sent to 2.000 employees
 Response rate: 37%
 Margin of error 5%
 Level of confidence of 95%
1. Timeliness of resolution
2. Knowledge of the Level-I or Level-II
Engineer
3. Preparation of the Level-I or Level-II
Engineer
4. The number of times the customer
ticket was internally transferred until
solved
5. Customer Communication
Priority of the five characteristics from the
new survey (1 is the highest):
1. Knowledge of the Level-I or Level-II
Engineer
2. Timeliness of the resolution
3. Customer Communication
4. Preparation of the Level-I or Level-II
Engineer
5. The number of times the customer
ticket was internally transferred until
solved

Although resolving each of these defined characteristics was important, the Six Sigma project team had a good idea of which characteristic
needed to be attacked first. Among many other important points, the new survey revealed:
  
Data Analysis  
 Airport customers had no problems with the knowledge of the Level-I or Level-II Engineers, which meant that it wasn’t a problem that needed
to be solved.

 Airport Customers were mostly dissatisfied with the Voice & Data Infrastructure group because of length of time to resolution and lack of
preparedness.
 
  
Improvements  
Project Title
INFORMATION & COMMUNICATIONS TECHNOLOGY (ICT) 
HELPDESK ‐ INCREASING CUSTOMER SATISFACTION    
 

Although resolving each of these defined characteristics was important, the Six Sigma project team had a good idea of which characteristic
needed to be attacked first. Among many other important points, the new survey had revealed:

 The characteristics had similar results for both the airport customers and the airport company employees.

 All employees had no problems with the knowledge of the Level-I or Level-II engineers, which meant that it wasn’t a problem that needed to
be solved.

 All surveyed had recognized the extensive knowledge and prompt response for both the Software applications group and the Airport Systems
group.

 Airport customers were mostly dissatisfied with the Voice & Data Infrastructure group because of length of time to resolution and lack of
preparedness.

Based upon the above information, the Voice & Data Infrastructure group would be the focus of the Six Sigma project. In addition, due to the
resource and time constraints, the airport company would be addressed first, because:
 There employees of the airport in the various airport buildings, where the airport customers were also located.

 A success in the airport company’s offices would be a visible and strategic win for the six sigma initiative..
  
Control Plan  
Project Title
INFORMATION & COMMUNICATIONS TECHNOLOGY (ICT) 
HELPDESK ‐ INCREASING CUSTOMER SATISFACTION    
 

Once the Six Sigma project team decided for the characteristics of customer satisfaction, the next step was to define both the satisfactory and
unsatisfactory results. As a result, the Service Level Agreement (SLA) for each group was inspected by interviewing the IT Department key
members. The following Characteristics-To-Quality (CTQ) were defined within the scope of this project.

CTQ SPECIFICATION DEFECT DEFINITION

Resolution time for Voice & Data Infrastructure
group
Communication
Preparation of the Level-I and Level-II
Engineer
The number of times the customer ticket was
internally transferred until solved
Resolved within 4 hrs.
Customer notified by Level-I Engineer
Level-I and Level-II Engineer is prepared
One (1) time only the customer ticket is
internally transferred until solved
Resolution > 4 hrs.
Customer is not notified
Level-I or Level-II Engineer is not prepared
Larger than one (1) time the customer ticket is
internally transferred until solved
  
Lessons Learned  
Project Title
INFORMATION & COMMUNICATIONS TECHNOLOGY (ICT) 
HELPDESK ‐ INCREASING CUSTOMER SATISFACTION    
 

9. A short reflection on the lessons learned from the green belt training, and the capstone.

The lessons learned from the more-than-3-months-Six Sigma Green Belt Specialization course, summarized to the following:

 Excellent course
 Excellent presenters
 Complete syllabus

I enjoyed a lot all the 4 course modules, much more than I expected.

Capstone project was a very good opportunity for research and repetition of the course, and it was a very-very good exercise.

Definitely I will use the knowledge gained in my work.

THANKS TO ALL OF YOU FOR THIS EXCELLENT EXPERIENCE.

LEONIDAS DARAVELIS