DMAIC: Enhancing Quality Control and Process Efficiency at Hillenbrand Dining Court

For my Quality Control class (IE530), I conducted a DMAIC project to address the work satisfaction issues faced by student employees at Purdue University Dining. Purdue Dining, which served over 50,000 students, staff, and faculty annually, was tasked with providing high-quality food services while maintaining its reputation as a desirable employment opportunity. However, the challenges of operating such a large unit led to employee dissatisfaction. Issues such as poor managerial tactics, inconsistent shift availability, disparities in station quality, and lack of accountability contributed to decreased work satisfaction and higher turnover rates. This project aimed to analyze these challenges through statistical analysis and Voice of the Customer (VOC) feedback, with the goal of improving worker satisfaction and retention by implementing effective quality control techniques and strategies for a better work culture 

Fig 1: SIPOC Diagram for the Problem

For the Measure Phase, I conducted a baseline performance analysis to assess worker satisfaction at Hillenbrand Dining Court. Key metrics such as station satisfaction, management behavior, shift hours, and takeaway program preferences were evaluated through survey data collected from 30 employees. The results revealed that station satisfaction varied significantly, with the grill receiving the highest ratings and the dishwashing station the lowest. Additionally, employees working longer shifts tended to have lower satisfaction levels, indicating the need for optimized scheduling. A strong preference (80%) for a takeaway program was also observed, highlighting an unmet need among workers. The overall worker satisfaction score averaged 3.1533 on a scale of 1 to 5, with a standard deviation of 0.4023. The Anderson-Darling Normality Test confirmed the data followed a normal distribution, ensuring reliability for further analysis. 

The analysis focused on identifying key factors that impacted employee satisfaction at Hillenbrand Dining Court.

Control Charts & Run Chart:

The Run Chart showed no special cause variation in work satisfaction scores. However, the I-MR Chart identified three out-of-control points, indicating special cause variation due to employee preferences and bias.

ANOVA & Regression Analysis:

ANOVA results rejected the null hypothesis, confirming that shift hours, station satisfaction, management behavior, and takeout policy had a significant impact on overall employee satisfaction. Regression analysis indicated that workstation assignment had the highest influence.

5-Why Analysis:

• Dish Room Discontent – Repetitive tasks and poor ergonomics reduced satisfaction.

• Ergonomic Issues – Heavy lifting and extreme temperatures affected comfort.

• Long Shifts Lowered Satisfaction – Extended hours caused physical fatigue.

• Takeout Policy Concern – The removal of takeout food created inconvenience.

• Management Issues – Bias and salary delays lowered management satisfaction scores.

The findings suggested that addressing workstation rotation, shift length, ergonomic improvements, and management transparency would enhance employee satisfaction.

The control plan focused on maintaining and reinforcing the improvements made to employee satisfaction. Monthly meetings were conducted with all employees to discuss any emerging concerns and gather suggestions for further improvements. An anonymous suggestion and complaint box was implemented to allow employees to voice issues privately. The Manager and Dining Court HR Supervisor were tasked with addressing any problems that arose promptly, with assistance from floor employees to ensure the sustainability of changes. This approach helped create an environment of open communication and compassion, ensuring that the changes were embedded and sustained over time. The management also prioritized hiring more full-time staff to maintain smooth operations and ensure high employee satisfaction.