World Academy of Science, Engineering and Technology

International Journal of Environmental and Ecological Engineering

Vol:8, No:1, 2014

Using Lean Six-Sigma in the Improvement of Service

Quality at Aviation Industry: Case Study at the
Departure Area in KKIA
T. M. Al Muhareb, J. Graham-Jones

(KKIA) as a case study. KKIA in Riyadh is one of the three

Abstract—The service quality is a significant element in aviation main international airports in the Kingdom of Saudi Arabia
industry especially in the international airports. Through this paper, (KSA). Since 1983, when it was opened, it has been the
the researchers built a model based on Lean six sigma methodologies gateway to the capital of the kingdom, Riyadh. The airport is
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and applied it in the departure area at KKIA (King Khalid located approximately 25 kilometers away from Riyadh’s city
International Airport) in order to assess it. This model characterized
centre [3].
with many special features that can become over the cultural
differences in aviation industry since it is considered the most critical
circumstance in this field. Applying the model of this study is II. PROBLEM STATEMENT
depending on following the DMAIC procedure systemized in lean KKIA in general and the departure hall in particular suffer
thinking aspects. This model of Lean-six-sigma as a managerial
from an insufficient applied quality management system. A
procedure is mostly focused on the change management culture that
requires high level of planning, organizing, modifying, and more robust system would contribute to the identification of
controlling in order to benefit from strengths as well as revoke problems and solutions and provide a database to measure and
weaknesses. monitor the provided quality of service and the extent of
development. There is also a lack of a scientific method and
Keywords—Lean-six-sigma, Service quality, Aviation industry, modern management to determine the level of maturity in the
KKIA (King Khalid International Airport), SERVQUAL. provided quality of service. These gaps have been revealed
from the analysis of the managerial procedures followed at
I. INTRODUCTION KKIA.

A S a managerial procedure of continues improvement(CI),

lean-six-sigma is considered a process that can improve
services or products continuously in order to achieve high
This study focused on improving the quality management in
the departure area at KKIA in detail, as well as creating a
design of managerial model based on lean-six-sigma
product/service quality, competitive costs and reduced methodologies. The fact that KKIA operates in a vital sector is
delivery times, leading to the satisfaction of customers [1]. important, particularly as there are many services and
The aviation industry nowadays requires continuous businesses that operate under its care. Considerable attention
improvement to raise the levels of customers’ satisfaction. has been paid to KKIA’s levels of service quality, especially
This satisfaction can be achieved through many managerial in the departure hall. Hence, this study focused on the
procedures (such as lean-six-sigma procedures), in order to improvement of the service quality in the departure area at
ensure the business’s viability. Airports are complex KKIA through the use of a quality management model based
organizations whose areas of comparative advantages and on lean-six-sigma methodologies.
efficiency hinge on elements that the airport management is
more likely to control and on applying the lean six-sigma III. METHODOLOGICAL APPROACH
philosophy in such areas. This will ideally result in the This study will use a kind of descriptive analytical methods
optimization of resources, efficiency in performance and the of the case study, and evaluate the level of services LOS
continuous gradual reduction of all forms of waste [2]. provided within the departure hall at King Khalid International
This research considers the application and possible Airport, in order to achieve the desired results of the study.
implementation of lean six-sigma in the aviation sector, with The quantitative and qualitative approaches were used to
specific consideration of King Khalid International Airport measure customers’ satisfaction through the steps of
implementing the lean-six-sigma procedures at the airport
T. M. Al muhareb worked at King Khalid International Airport (KKIA) in management. A questionnaire that is based on the
Saudi Arabia, and he is with the Department of Mechanical and Marine SERVQUAL model was distributed among the passengers in
Engineering, School of Marine Science and Engineering (Faculty of Science
& Environment) Plymouth University, Devon, PL4 8AA UK (phone: the departure area at KKIA to assess the level of service LOS
+447527867772; fax: +44 (0)1752 586101; e-mail: muhareb40@ gmail.com). and their satisfaction. In addition to that, some interviews were
J. Graham-Jones, Associate Professor, is with the Department of conducted with managers and managerial employees in the
Mechanical and Marine Engineering, School of Marine Science and
Engineering (Faculty of Science & Environment) Plymouth University, departure area at KKIA.
Devon, PL4 8AA, UK (phone: +441752586176; fax: +44 (0)1752 586101; e-
mail: [email protected]).

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This study mainly follows the DMAIC (Define, Measure, differences between the passengers’ expected level of services
Analyze, Improve and Control) methodology [4] by the use of and the actual level they faced.
different DMAIC tools. After the services had been improved,
the satisfaction of customers was the main concern in the IV. RESEARCH DESIGN
collection of data through questionnaires based on the The research design is illustrated in the following points
SERVQUAL model [5]. The SERVQUAL model uses five based on DMAIC procedure:
specific criteria that recognize and evaluate the quality of
service rendered. Questions were drawn from these five A. Defining the Problem at the Departure Area in KKIA
criteria, which can be seen as identifying the gaps between Defining the main aims, objectives, and questions of the
existing perceptions and expectations in terms of quality. study by collecting some data about the status of the departure
These criteria can be viewed in relation to KKIA as follows: area at KKIA from different sources; this step will use each of
• Tangibles: related to physical facilities, equipment and the following tools: Observations, Voice of Customer (VOC),
personnel. Critical-To-Quality Tree (CTQ tree), Value Stream Mapping
• Reliability: related to the ability of personnel to perform (VSM), Strengthens, Weaknesses, Opportunities, and Threats
the service accurately and dependably. (SWOT) analysis, Suppliers, Input, Output, Process, and
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• Responsiveness: related to the eagerness and willingness Customers (SIPOC) process map, and Problem and Goal
of staff to help customers and provide prompt service. Statement.
• Empathy: related to the caring level that is shown by staff B. Measuring the Service Quality in KKIA
and the amount of individualized attention given.
According to the problem that has been defined in the
• Assurance: related to the ability to inspire trust and previous step, this step will measure and collect data to
confidence with courtesy due to good knowledge of the determine the current level of maturity in the departure area at
job and the needs of customers. KKIA by the use of the following tools: Value Stream
Those variables are used in defining the gaps of Mapping (VSM), Critical-To-Quality (CTQ): by the use of
SERVQUAL model that describe the level of service quality; SERVQUAL questionnaires, and Conducting Interviews
those gaps are as the following:
Gap 1: This gap was between passengers’ expectations and C. Analyzing Problems of Departure Area in KKIA
the management’s perception of these expectations. This gap This step will analyze the collected data by the previous
represents the airport management’s inability to determine the step by different tools and methods as the followings: Sort, Set
needs and desires of passengers. For example, the airport in order, Shine, Standardize and Sustain (5S) strategy,
management expects the passengers to want better restaurants Statistical Analysis of SERVQUAL results, Interviews
and coffee shops, but the passengers want reduced waiting Analysis, and Cause and Effect Diagram.
times at queues in the check-in area, the passport area and the
D. Improving Quality at the Departure Area in KKIA
security inspection area.
Gap 2: This gap was between the management’s perception According to the defined problems and suggested solutions
of passengers’ expectations and the planned level of services and procedures for the departure area at KKIA, this step will
in the airport. This could be due to reasons such as limited apply them and measure their influence on the level of
financial resources or misunderstanding the basics of quality maturity by the use of the following tools: Changing the
in an airport. Layout of Departure area, Queuing Theory, Increasing the
Gap 3: This gap was between service quality specifications number of self-service check-in kiosks, 5S (Sort, Set in order,
and service delivery. Rules and guidelines are not translated Shine, Standardize and Sustain) strategy, SERVQUAL and
into practice by employees. This could be a result of low- statistical analysis, and VSM after modifying the departure
quality training and developmental strategies for the area at KKIA.
communication skills of the employees. The employees may E. Control Improvements in the Departure Area at KKIA
need further training in understanding service concepts,
This step includes a suggestion of a three-year plan for
listening to customers and completing services quickly.
other improvements in the departure area at KKIA in order to
Gap 4: This gap was between service delivery and
increase the level of maturity. The tools that will be used for
communications with passengers. The promises made to
this step is: Kaizen theory, Failure Mode and Effects Analysis
passengers do not match the service delivery. For example, the
(FMEA), Control plan.
agreement between the customer and the airport management
is that the customer will not have to wait a long time at check-
V. SYSTEM THINKING
in, passport scanning and security inspection. However, when
the customer arrives at the airport, the opposite can be found, There are many goals and aims of applying lean
without prior agreement between the parties. management in any institution, such as producing needed
Gap 5: This gap was between passengers’ expectations and amounts of products and services, continuous improvement
perceptions of services in the airport .This results from the for the whole institution and time management of process
flows [6].

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Applying the lean-six-sigma management strategy in the E. Control

departure area at KKIA was mainly done to achieve the main This process involves quality assurance, which requires
goals of wise management. Starting with the first aim of the observation from the manager regarding the flow of the final
lean six-sigma approach (producing only the needed amounts plan, in order to ensure that quality has increased from
of products and services), this goal involves waste implementation to the end of the project.
management. This aim could aid in decreasing the required
waiting times at the different stages in KKIA, since wasting VI. CULTURE VARIABLES IMPACT IN SAUDI CULTURE
time influences customers’ attitudes and satisfaction.
Culture in its basic essence may be outlined as a system of
The next aim of lean management is continuous
values and norms that are jointly shared between groups of
improvement. From a managerial perspective, continuous
individuals. These shared ideas form a foundation for the
improvement is an important process that ensures the success
lifestyles of specific groups. For international companies, two
of any kind of management procedure. Continuous
or more cultures require focus at the national and structural
improvement requires continuous observation of plans after
levels. Culture influences all aspects of a manager’s job,
the implementation of managerial views, in order to modify
including social control design and management choices.
any problems and to encourage successful aspects. Continuous
Culture also affects negotiations [9].
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improvement is a necessary process that ensures the success of

The functions of managers (as the functions are people
the lean six-sigma managerial procedure [6], [7]. In KKIA,
oriented) are influenced by culture. As an example, if a culture
this aim of continuous improvement could be achieved after
places stress on individuals being unequal in physical and
applying the required changes through the airport areas, in
intellectual capabilities, then (in line with [10]) there is a high
order to maintain the success of this managerial process.
power distance. In essence, a large gap in power between
The final aim of lean six-sigma management [6] is the time
superiors and their subordinates can be expected in the present
management of process flows. This aim is very significant in
study’s context of the KSA. Another necessary facet of how
KKIA since the long waiting times cause very big problems
culture affects business management is the degree to which
that face every individual in the airport.
people have collective ties with one another. Business in the
DMAIC (define, measure, analyze, improve, and control)
KSA is littered with collectivist thinking, which dictates that
methodology refers to the most significant processes in lean
relationships are more necessary than business dealings [11].
six-sigma management [8]. These processes were
For international companies, it is typically understood that
implemented at KKIA as explained in the following sub
national culture may be a significant obstacle to increasing
sections.
overall structural performance. Creating structural
A. Define enhancements typically needs internal cultural amendments. In
Within this process, the problem that needs to be solved is the KSA, where faith influences most (if not all) areas of life,
identified, including its variables, purposes and scopes. it is difficult for managers to change certain aspects of the
Through this step, the manager can highlight the main structural culture. The Saudis’ preference for social control
problem and understand its concerns. positions is reflected by standings and positions (within the
remit of national culture) [12]. While there are several sides of
B. Measure culture that affect management effectiveness in the KSA, faith
This process requires the manager to find suitable methods and scheme may have the most influence.
by which to collect the required data in order to measure the
real variables and effects of the problem that is defined in the VII. RESEARCH MODEL
previous step. In general, quality improvement studies use different
C. Analyze approaches based on the desired quality level. The six-sigma
Within this process, the manager must select a suitable data approach is one of the most accurate quality improvements
analysis tool for the collected data in the previous step in order procedures that might be applied in organizations. The
to analyze them and determine the problem size in addition to minimum level of accepted quality in the six-sigma approach
find the most suitable solutions. This step provides the results is 99.99966%, which is considered a very high level of
required to calculate the real size of the problem. quality. In this study, the six-sigma approach was selected to
improve quality in the departure area by using the included
D. Improve tools within this approach and following the DMAIC
According to the results of the previous process, this step methodology, in order to increase the average profits of this
aims to improve the systems that are related to the problem in area in KKIA and to increase KKIA’s market share without
order to apply the most effective solution. Following this, the ignoring customer satisfaction. The six-sigma approach has
“measure” and “analyze” processes must be repeated in order customer satisfaction at its core; therefore, it could be
to ensure that the “improve” process achieves its aims; considered very suitable to the aviation industry. The main
otherwise, this process has to be repeated until the most aim of using the six-sigma approach in this study was to
effective solution is found. improve the level of quality in the departure area at KKIA by

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Vol:8, No:1, 2014

following lean principles; therefore, the main methodology expected and better. Nevertheless, the improvement of
was the lean six-sigma approach. services in the departure area at KKIA requires an
As it is mentioned in the previous section, this study understanding to each requirement of customers [13].
follows many methodological approaches and uses them to
3) Critical-To-Quality Tree (CTQ tree)
implement the lean six-sigma managerial approaches at the
departure area at KKIA as a kind of quality management. The CTQ, in general, is used within lean six-sigma methodology
research design in this study follows the DMAIC five steps: for defining the most significant features of quality that should
Define, Measure, Analyze, Improve, and Control. And be available to gain customers’ satisfaction by transforming
through implementing this design the researcher use many the Voice of the Customers (VOC) into measurable features
tools that follow the following methodologies: descriptive, and specifications. For that, this method has been used in this
analytical, quantitative, or qualitative approach. study. CTQ is achieved by three steps as followings: (a)
The lean thinking will also be applied through Identifying the customers’ requirements; (b) Defining the
implementing six-sigma approach in order to manage quality factors that influence customers and their requirements; (c)
by eliminating waste and utilize the possible resources. Transforming the influential factors into critical-to-quality
As a new implemented approach, lean-six-sigma procedure standards [13].
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could not be applied in the departure area and KKIA without 4) Value Stream Mapping (VSM)
preparing a team who understand the main principles and The value stream mapping is used in this step in order to
philosophies of lean six-sigma procedure. Therefore, the map the whole processes that face passengers from their first
airport managers start some training courses in order to get step into the airport until they reach to their plan. This
started into lean six-sigma implementation. This indicates that mapping can aid in defining all the processes and determining
the lean six-sigma implementation in the departure area at their values. However, based on this analysis, all the processes
KKIA is done by a team of professionals in this procedure. will be divided into two categories: value-added processes and
After that, the DMAIC steps were started to implement by this non-value-added ones [13].
team. The researcher role in this implementation was in the The aim of using this tool is in the focusing on utilizing the
decision making through the implementation of lean six-sigma value-added processes and removing the non-value-added
in addition to applying some tools as a third part in this ones by considering them as a waste of available resources.
project. Therefore, this study is considered a descriptive and For sure, these processes are analyzed according to the pre-
analytical one mainly. determined CTQs in CTQ tree for the achievement of
Considering this study as a descriptive and analytical one customers’ satisfaction.
for the current changes at KKIA, it requires a clear description
of each step in the implementation of DMAIC procedure (six- 5) Strengthens, Weaknesses, Opportunities, and Threats
sigma) at the departure area of KKIA. (SWOT) analysis
As mentioned before in the research design, the following SWOT analysis is used in the define step of the problem in
steps explain the model of this study: the departure area of KKIA as a lean thinking procedure.
KKIA has a higher population base, is an iconic inbound
A. Defining the Problem at the Departure Area in KKIA
tourism destination and has a strategic geographic location
The “Define” is the first step of DMAIC approach, which (i.e. it has hub potential). Therefore, it is so significance to
includes the definition and studying of the current status at analyze its strengths, weaknesses, opportunities and threats
KKIA to define the most significant headlines for the whole that are required for KKIA to reach the aimed level of service
work in this study. The “Define” includes the identification of LOS. It is worth to note here that all of SWOT analysis points
the research significance in addition to its scope and the are concluded from some interviews with the managers and
population who will be affected by the study [13]. In order to leaders at the departure area in KKIA.
achieve the aims of this step in DMAIC, the following tools
will be used: 6) Suppliers, Input, Output, Process, and Customers
(SIPOC) Process Map
1) Observations
The SIPOC process map is another tool that used in quality
This step can be achieved by a visit to the departure area at management studies which determined mainly the inputs and
KKIA before implementing lean-six-sigma approach in order outputs of each process to understand the entire details of that
to observe the actual state of the departure area; for process [13]. Through KKIA, many processes are found in the
referencing, the researcher can take some photos that explain departure area at KKIA by the use of VSM in its first step in
the status of the airport. DMAIC process. The SIPOC is used only in the “Define” step
2) Voice of Customer (VOC) of DMAIC to determine the inputs and outputs of each
One of the main aims of using DMAIC approach is in the process. Usually, the SIPOC is used in tabulated form to show
achievement of customers’ satisfaction. From this point, the process map for the processes in the departure area at
reaching to the customers’ satisfaction is linked with KKIA.
implementing their requirements in the organization and
letting them find the desired products or services as they

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7) Problem and Goal Statement tool role is finished in the “Analyze” step of DMAIC, and the
The main aim of “Define” step in DMAIC procedure is the other steps will be done in the “Improve” step.
identification of problem statement. Based on the used tools 2) Statistical Analysis
through this step, the problems in the departure area should be
This tool is applied on the collected data from the
clear and determined.
SERVQUAL questionnaires that achieved in the previous
B. Measuring the Service Quality in KKIA DMAIC step, the “Measure” step. This part will include a test
As well as “Define” step in DMAIC, “Measure” has its for the following hypothesis based on the collected data; “H10:
own tools that could continue the work to achieve the required There is no statistically significant difference at (α ≤ 0.05)
aims in the departure area at KKIA. Through this step, the between expected dimensions and perceived dimensions for
following tools will be used for this step: the service offered in King Khalid International Airport
(KKIA)”.
1) Value Stream Mapping (VSM)
The first stage of value stream mapping shows that there are 3) Interviews analysis
four processes influence the customers’ satisfaction in the This part will discuss the responses of managers in the
departure area at KKIA and those processes are valued ones. interviews with the researcher, find relationships, themes and
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The waiting time that is required for each one of those steps patterns of the responses, summarize the results, and derive
and the available spaces for each passenger should be the main points correlated to the quality of services in the
measured by the researcher in different statuses in order to departure area at KKIA.
measure the average required time and then compare this with 4) Cause and Effect Diagram
other airports in the next steps of DMAIC with other tools.
The cause and effect diagram is a graphical illustration of
2) Critical-To-Quality (CTQ) (by the Use of SERVQUAL the relationship between the factors and the required goals
Questionnaires) [13]. Through this study, the cause and effect diagram is used
In the second stage of CTQ tree, the researcher measures for determining the factors within the departure area at KKIA
the pre-defined CTQs from the different perspectives in the and its positive and negative influences on the maturity level
departure area at the KKIA by the use of SERVQUAL of the departure area at KKIA. This will aid in determining the
questionnaires. However, the SERVQUAL measures the root causes of the problems in the departure area in addition to
CTQs from two aspects, perceptions and expectations in order focus on the positive influencing factors.
to evaluate the actual status of these services in the departure D. Improving Quality at the Departure Area in KKIA
area at KKIA.
Through this step some solutions of the problems that
3) Conducting Interviews found in the previous steps will be done and applied through
In order to be honest and collect as much as possible data, the departure area and then their efficiency and effectiveness
the interviews are used to collect qualitative data from the will be measured. The following tools are used to achieve the
managers in the departure area at KKIA. Actually, the analysis aim of this step which is improving quality level at the
of the collected data will be introduced in the next step, departure area in KKIA:
“Analyze” step, but the conducting of the interviews is 1) Changing the Architecture of Departure Area
considered a part of the “Measure” step. However, the
Some problems may require changing the layout of the
interviews results can support the SWOT analysis results since
departure area in order to solve the problems that appears from
they are revolving around the same concepts and aims.
VSM in the previous step of DMAIC.
C. Analyzing Problems of Departure Area in KKIA
2) Queuing Theory
As mentioned before, the main aim of this step is to
Queuing theory can solve the space problem by
analyze the measured problems that have appeared in the
reorganizing the order of passengers in waiting lines, where
previous steps and suggest some solutions to resolve them. For
queuing reorders the straight lines into zigzagging ones [13].
that, the following tools have been selected to be used in this
In the departure area at KKIA, the queuing theory is used in
step:
order to use the available area and arranging crowds in front of
1) Sort, Set in Order, Shine, Standardize, and Sustain (5S) any boarder.
Strategy:
3) Increasing the Number of check-in Services in the
According to 5S tool, the improvements in the departure Departure Area:
area at KKIA have to be achieved in the following manner:
The self-service check-in kiosks in the area characterize
Sort, Set in order, Shine, Standardize, and Sustain. Starting by
with many features make it better than traditional terminals;
the “Sort” process, it can be achieved by sorting and
where electronic terminals needn’t any employee, can work 24
identifying the factors influencing the process or operation.
hour by 7 days, and can achieve the required transactions
The next step in the 5S strategy is “Set in place” [13]; this is
quickly and accurately. In the other hand, in Saudi cultures,
achieved by suggesting the best fitted and appropriate
there are still some people who cannot deal easily with
improvements in its proper place. By reaching this step, the 5S

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electronic instruments or suffered from technophobia and Only some tools is described through this thesis for
cannot deal easily with self-service check-in kiosks and prefer “Control” phase; which are:
traditional ones. Also, self-service check-in kiosks might
1) Kaizen Theory
down and then traditional terminals are needed. However, as a
conclusion, both traditional and electronic terminals are Kaizen is a Japanese word that means: Change to Good
required in the aviation industry for the check in area. [14]. The Kaizen philosophy consists of many organization’s
constituents. Some of the used tools in different steps of
4) 5S DMAIC implementation at the departure area of KKIA are
According to the previous step of DMAIC, the 5S strategy used as a constituent of Kaizen philosophy such as 5S
is divided into the “Analyze” and “Improve”. As mentioned strategy. However, it is worth to note here that the aim of
before, 5S strategy consists of five main steps; Sort, Set in using Kaizen philosophy in the departure area at KKIA is to
order, Shine, Standardize and Sustain. The first two steps have keep up improvements and change it to the best. Therefore,
been done in the “Analyze” step of DMAIC; and here, the rest many strategies will be used to collect as much as possible
steps will be applied. recommendations and suggestions for improvements from
For the Shine step, it is realized by performing the employees, work-staffs, managers, and passengers of the
improvements in the departure area at KKIA with the best departure area at KKIA.
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quality and standards.

2) Failure Mode and Effects Analysis (FMEA)
The next S is the Standardize which is achieved by sorting,
setting in place and shining of the improvements continuously. The Failure Mode and Effect Analysis (FMEA) is a very
It is done by making the audits for the running processes and effective tool) to find quick solutions by expecting the
the developments carried out and hence being able to find the possible failures in any process or service before its occurring
defects in the improvements when comparing with the [13]. In the departure area at KKIA, this tool should be used in
standards and try to standardize the process and improve it; KKIA to control the services in the airport by tracking them
this is referred to the sustainability and continuous and expecting the possible failures. This tool of control will
development. aid in keeping the modification up by tracking all the
Finally, “Sustain” is the sustainability of the improvements processes in the departure area at KKIA and treating any
in the airport which is necessary for the continuous economic failure immediately
growth and avoidance of the recession after being developed 3) Suggesting a Control Plan
and enhanced. All of the stated and implemented practices and The control plan is a strategy that can put down the main
strategies are maintained by creating a culture with shared set plans of the next three years at the departure area in KKIA.
of values [13]. Here, the researcher will suggest some plans and points to be
5) SERVQUAL and Statistical Analysis done in the airport in the next three years.
In order to ensure the developments in the departure area at
KKIA, the service quality should be measured after modifying VIII. PROPOSED RESULTS
the area by using the SERVQUAL questionnaire and analyze The following are the proposed results of applying the
it statistically. explained model in this study on the departure area at KKIA:
- Decreasing waiting times and increasing available spaces
6) VSM after Modifying the Departure Area at KKIA
of each passenger.
Also, VSM after changing should be done in order to ensure - Improving the level of services LOS in the departure area
the enhancements in time and available area for each at KKIA.
passenger in the departure area at KKIA. - Rising up the passengers’ satisfactions and revoke of all
E. Control Improvements in the Departure Area at KKIA the gaps that could appear in services quality.
- Using the sustainable and continuous improvements CI
The control of the change and the development is achieved
by the continuous review of the achieved changes in the procedure in the departure area at KKIA more effectively.
departure area at KKIA which makes the mind diagram
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