Improving Administrative Training Processes Using the Six sigma DMAIC Methodology: A Case Study of a Private Training Institution

Abstract

Administrative inefficiencies in private training institutions can increase service lead times, operational costs, and customer dissatisfaction, negatively affecting overall process efficiency. Despite the extensive application of Lean Six Sigma in manufacturing and service sectors, limited research has examined its role in improving administrative processes supporting training service delivery. This study applies the Six Sigma DMAIC methodology to improve administrative training processes through a case study of a private engineering training institution in Libya. A qualitative case study approach was adopted using six-month operational data collected through direct observations, organisational records, process mapping, and semi-structured interviews. Lean Six Sigma tools, including KPIs, Lean Waste Analysis, Pareto Analysis, Fishbone Diagram, Five Whys Analysis, DPMO, Sigma Level assessment, COPQ, and scenario-based ROI evaluation, were applied to assess process performance. The findings revealed that the main inefficiencies originated from pre-training administrative activities, particularly participant registration, customer follow-up, scheduling coordination, and certificate preparation. The baseline assessment showed that only 60% of scheduled courses commenced on time, corresponding to approximately 400,000 DPMO, a Sigma Level of 1.8, and an estimated COPQ of LYD 25,700. Based on these findings, an administrative process improvement framework integrating practical digital solutions within the DMAIC methodology was proposed. The proposed approach provides a structured pathway for improving administrative service processes in resource-constrained training organisations; however, its expected performance benefits require validation through future implementation.