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    Minimizing sla time using six sigma dmaic method in a multinational company
    (Işık Üniversitesi, 2020-09-11) Budur, Buse; Falcıoğlu, Pınar; Işık Üniversitesi, Sosyal Bilimler Enstitüsü, Yöneticiler İçin İşletme Yönetimi Yüksek Lisans Programı
    Today, the sectors are affected by the rapidly changing economic conditions. For this reason, service industries face global competition. The biggest problems of these industries are decreasing profit margins and high quality service demand. In today's economy, the sales price is mostly determined by the market, not by businesses. For this reason, businesses that carries out their processes effectively and efficiently can compete in today's economic conditions. Companies try to implement various strategies and innovations to improve their service quality processes. The first coming to mind and the most powerful philosophy for process development is Six Sigma. The aim of Six Sigma is to reduce cost and waste, to provide high quality service, and increase efficiency. Development methods were compared and as a result, DMAIC was chosen for the project. DMAIC is one of Six Sigma's most effective methods. Applying DMAIC is a good option for the development of the process, as the cause of the errors is not clearly visible in the processes. It is also a business strategy that helps to meet customer needs and expectations. Therefore, the Six Sigma DMAIC methodology has been applied to increase the quality of service provided to internal and external customers, to reduce time wasting and to increase the efficiency of the process. The steps of the implemented project are also explained in this thesis. In the study, Six Sigma is generally mentioned firstly and then DMAIC method and its steps are explained. Then, the phases in the implemented project are explained. The applied techniques in the five phases of the DMAIC project are included. The project has been implemented in an international company from the service sector to develop processes and improve service quality. The team to which the project is implemented receives extensive demand during the day. The time of meeting each request is calculated and the global target is four hours on average. Team performance can be calculated by drawing reports over a global system used by the company. The initial measurement shows that the average turning speed is seventeen hours. As a result, with the implementation of the DMAIC project, the average turning speed is reduced to two hours.