Abstract Mrs. Mary Roberts, CEO of Smallburg Bank, begins her staff meeting by reviewing the recent findings of a survey of customers conducted for the bank by a professor at the local college. This paper will focus on the problem at hand.

In September 1990, the CEO of Smallberg Bank, Mary Roberts, reviewed the recent findings of a survey of customers conducted for the bank by a professor at the local college. According to Professor Sanders, customers want accessibility to the services (Sower, 2011, p. 100). The reaction of Smallberg National Bank to Professor Sander’s survey findings was a great step towards customer satisfaction. I believe Mrs. Roberts did the right thing by bringing in the staff to discuss different ideas to improve the company. When I was reading this, an instant thought came to mind, it would be a good idea to use the steps I learned in Lean Six Sigma, called the Six Sigma DMAIC Methodology; which is a continuing improvement process, the acronym DMAIC stands for: Define which is the project definition phase: what is critical to quality, Measure is converting the real problem into statistical problem, Analyze is the current data which can mean quantify the capability of the process, Improve is continuously striving to improve the process and the quality grade, and Control is sustaining the efforts to maintain the improvements achieved. This is a great way to come up with the best possible solutions to the problem. When incorporating into new into the equation, there is always risks involved. The risks the bank can possible be exposed to due to this reaction is the cost it will incur to have its services available 24 hours and if they decided not to go with the 24 hour availability then they can run into the possibility of losing customers as well. The potential risks the bank would be exposed