* Corresponding author. E-mail address: virender.narula@gmail.com (V. Narula) © 2015 Growing Science Ltd. All rights reserved. doi: 10.5267/j.ac.2015.11.005 Accounting 1 (2015) 43–50 Contents lists available at GrowingScience Accounting homepage: www.GrowingScience.com/ac/ac.html Application of six sigma DMAIC methodology to reduce service resolution time in a service organization Virender Narula a,b* and Sandeep Grover c a Research Scholar, Mechanical Engineering, Y M C A U S T, Faridabad 121006, India b Associate Professor, Faculty of Engineering & Technology, Manav Rachna International University, Faridabad, India c Professor & Dean - Engineering and Technology Y M C A University of Science and Technology Faridabad C H R O N I C L E A B S T R A C T Article history: Received June 5, 2015 Received in revised format August 16 2015 Accepted November 23 2015 Available online November 25 2015 The popularity of Six Sigma, as a means for improving quality, has grown exponentially in recent years. It is a proven methodology to achieve breakthrough improvement in process performance that generates significant savings to bottom line of an organization. This paper illustrates how Six Sigma methodology may be used to improve service processes. The purpose of this paper is to develop Six Sigma DMAIC methodologies that would help service organizations look into their processes. In addition, it demonstrates the vital linkages between process improvement and process variation. The study identifies critical process parameters and suggests a team structure for Six Sigma project in service operations. Growing Science Ltd. All rights reserved. 5 © 201 Keywords: Process variation Common causes Special causes Control charts 1. Introduction Service operations comprise 80 % of GDP in United States and are rapidly growing around the world. In Indian economy also, service sector accounts for substantial share of GDP (Besseris, 2013). The cost associated with work that adds no value in customers’ eyes is typically 50% of total service expenses. It means there is enormous potential for achieving improvements in service operations (Levin & Rubin, 1999). In addition, service quality is a priority for organizations that wish to differentiate their services. To meet and exceed customers’ expectations, service organization must deliver services with capable processes. For delivering high quality services at competitive prices, it is necessary to completely understand the process and how the variation in various process parameters influences on the process output. In addition, knowledge about process control and statistical methods and expected benefits by implementing Six Sigma Methodology is significant to achieve process improvement. Six Sigma for service operations is a business improvement methodology that maximizes shareholder value by achieving the fastest rate of improvement in customer satisfaction, cost, quality and service time.