Walt Disney World Project Progress
Define
Measure
Analyze
Improve
Overview
Control
Tollgates:
Planned
Completed
08/21/2017
09/12/2017
10/06/2017
11/20/2017
11/21/2017
09/11/2017
10/5/2017
11/20/2017
11/21/2017
11/24/2017
Key Deliverables:
• List of Customer(s) and
Project CTQs
• Team Charter
• High Level Process Map
(SIPOC)
• Stakeholder,
Commitment,
Involvement, or
Forcefield Analysis
• CTQ
• Operational definition,
Specification limits,
target, defect definition
for Project Y(s)
• Data Collection Plan
• Measurement System
Analysis
• Process Capability or
Sigma
• Value Stream or Time
Value Mapping
• Cause and Effect
Diagram
• FMEA (optional)
• Statistical Goal
Statement for Project
• List of Statistically
Significant Xs
• Hypothesis Testing
• Error Proofing
• Assessment Criteria
• Change
Management
• Prioritization
Matrices
• Solution Screening
• Pilot
• Key Performance
Indicators
• Statistical Process
Control
• Control Charts
• Standardized Processes
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2/27/2024
Walt Disney World Case
Define
Business Case:
Start / Stop Points for Project:
The Walt Disney World park can become overcrowded, causing
longer wait times for customers at popular attractions. By analyzing
geo-location and RFID data from the Disney Research website, this
case will determine that the impact of tracking mobility patterns is
imperative to offload crowded areas and give guests motivations to
move to less crowded areas to not only help with wait times but to
improve customer satisfaction.
The boundaries for the project will consist of only data and analysis
for the Walt Disney World park from 2009 – 2016.
Problem Statement:
In Scope:
There is an enormous increase of customer dissatisfaction when
there are longer wait times to attractions in the Walt Disney World
amusement park. This also impacts the time of each customer as
well as causing decreases in revenue for the park; if customers are
spending more time waiting in lines, the less time they are
purchasing products. The more disgruntled the customers are, the
more money the park will have to put in to rectify the issue.
Will only use data from verified Disney sources specifically
for the Walt Disney World park during the 2009 – 2016 years
of operation.
Goal Statement:
(“SMART”: Specific, Measurable, Attainable, Relevant, Timebound)
Based on the amount Disney spends on Investments in their
Walt Disney World parks will determine that Disney’s Operating
Income has improved by analyzing financial data from 2007 –
2016.
There will be an improvement of financials and attendance rates
during this 10 year time period.
The measurable business impacts the improvement will have
are the service quality and productivity, capacity, and revenue
increases.
Out of Scope:
There will not be any analysis for other Disney parks, the
replenishment of merchandises or survey data since that
information is not available publicly.
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Define Process - SIPOC
1. Who
PROVIDES
the input?
Supplier
(Who)
Walt Disney World
2. What is
provided to
START the
process?
3. What STEPS are
Included in the Process
today? (high level)
Input
Process
(Nouns)
(Verbs)
Opens up a ride for
operation
A restaurant is available
for consumers
A retail shop has
merchandise for purchase
A service shop/station
Consumers begin filling up a line in order
to get on ride, wait, secure themselves on
ride, ride, get off and leave.
Consumers reserve a time or walk-in in
order to sit down and eat, then leave.
Consumers browse through the store for
memorabilia to purchase, wait in line,
purchase, and leave.
Consumers reserve a certain time or walkin, are able to get serviced, pay, and leave.
4. WHAT does the
customer
receive? (Think
of their CTQ’s)
Define
5. WHO are your
primary
customers?
Output
Customer
(Nouns)
(Who)
Customers enjoy the ride,
their time spent on the
ride and the experience of
being on the ride.
Customers attending Walt
Disney World parks
Customers receive food
and/or drinks for
nourishment
Customers gain personal
products.
Customers are serviced
for the service they want.
FastPass for scheduling
of attractions
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Voice of Customer and CTQ’s
Customer
Sample Comments Sample Comments
Define
Key Output Characteristics
Important to Customer (CTQ's)
Customer
Ana C., first-time customer.
“takes a lot of planning if you want to make
the most out of it, especially if you aren't
staying that many days. I was able to
reserve my fast passes 60 days before.
Make sure you take advantage of the 3
free fast passes per day, it will definitely
help you save time.”
Needs to properly plan ahead
Wants to make the most out of her
vacation though there is a time
constraint
Customer
Libna F., frequent customer
“Going to Disney is like a candy store. You
wanna try everything. The most important
part of it all is going with my family. It's like
a connection. We forget about problems,
work and what's going around and we get
in kid mode.”
Availability of too many options
Customer
Jason R., first-time
customer
“I did Magic Kingdom two days, it's the
largest park and probably offers the most.
However, it's also the most crowded and
the most difficult to navigate.”
Needs easy navigation
Doesn’t like overcrowded places
Customer
Daniel T., frequent customer
“The park service is amazing and the food,
attractions, and resort hotels are the best
parts of the entire journey…If you're
thinking about making a trip here, I say go
for it. And though it isn't the cheapest park
in the world, it's worth every penny.”
Great customer service
Demands great experiences for the
amount of money spent on the
overall trip
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Affinity Diagram
Define
Matters to Consider for Case
Data
Park
Layout
Negative
Impacts
Positive
Impacts
RFID
Attractions
Customer
dissatisfaction
Shorten wait times
Location
Heavy foot traffic
areas
Decrease in
revenue
Constant flow of
traffic
Financials
Seasonal data
Loss in returning
customers
Increase customer
satisfaction
Queuing
Fastpass effects
Overcrowding
Increased revenue
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Define CTQ Performance Standards Measure
Start with the VOC
Translation Matrix in Step 1
Basic Statistics for Continuous Data
Project Y Measure
Annual admission revenue
spent by customers
Needs Statement
Customers want to enjoy
their time at the Walt Disney
World Parks for the money
they spend each year on
admission alone
Operational Definition
The amount of annual revenue
spent will determine the
customer’s willingness to gain
access to the services
CTQ
Target/Nominal Value
The amount of annual revenue
will increase each year
Specification/Tolerance
limit(s)
The Walt Disney Company
does not release the total
number of visitors they service
each year
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Define CTQ Performance Standards Measure
Start with the VOC
Translation Matrix in Step 1
Basic Statistics for Continuous Data
Project Y Measure
Annual revenue obtained from
merchandise, food, and drinks
spent by customers
Needs Statement
Customers want to enjoy
their time at the Walt Disney
World Parks for the money
they spend each year on
merchandise, food, and
drinks
Operational Definition
The amount of annual revenue
spent will determine the
customer’s willingness to
purchase these items/services
CTQ
Target/Nominal Value
The amount of annual revenue
will increase each year
Specification/Tolerance
limit(s)
The Walt Disney Company
does not release the total
number of visitors they service
each year
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Define CTQ Performance Standards Measure
Start with the VOC
Translation Matrix in Step 1
Basic Statistics for Continuous Data
Project Y Measure
Annual investing the Walt
Disney World spends on their
parks for their customers
Needs Statement
Customers want to enjoy
new attractions and
services at the Walt Disney
World Parks
Operational Definition
The amount of annual investing
spent by the company will
determine their willingness to
satisfy their customers
CTQ
Target/Nominal Value
The amount of annual investing
will increase each year
Specification/Tolerance
limit(s)
The Walt Disney Company
does not release the specifics
on what new services or
attractions or updates they
make to the parks
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2/27/2024
Define CTQ Performance Standards Measure
Start with the VOC
Translation Matrix in Step 1
Basic Statistics for Continuous Data
Project Y Measure
Annual new projects the Walt
Disney World spends on their
parks for their customers
Needs Statement
Customers want to
experience new attractions
and services at the Walt
Disney World Parks
Operational Definition
The amount of annual new
projects spent by the company
will determine their willingness
to satisfy their customers
CTQ
Target/Nominal Value
The amount of annual investing
will increase each year
Specification/Tolerance
limit(s)
The Walt Disney Company
does not release the specifics
on what new services or
attractions or updates they
make to the parks
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2/27/2024
Define CTQ Performance Standards Measure
Start with the VOC
Translation Matrix in Step 1
Basic Statistics for Continuous Data
Project Y Measure
Annual operational expenses
the Walt Disney World spends
on their parks for their
customers
Needs Statement
The Walt Disney World
Parks has operating
expenses yearly to satisfy
their customers’ needs
CTQ
Operational Definition
The amount of annual
operational expenses spent by
the company will determine
their willingness to satisfy their
customers
Target/Nominal Value
The amount of annual investing
will increase each year
Specification/Tolerance
limit(s)
The Walt Disney Company
does not release the specifics
on what their operational
expenses are
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Select the CTQ Characteristic (Y) Measure
QFD
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Data Collection Plan and MSA Measure
Clarify Data
Collection Goals
Measures
Measure
Type
Data Type
Annual
revenue;
operational
expenses
Output
Continuous
What
The Walt Disney
Company issues its
Annual Report to the
public.
Operational Definitions
and Procedures
Purpose of
Collection
To ensure the
company is
What
How
The Walt Disney Company
provides their financial
information that will be
used throughout the
project.
This financial information will
determine the customer
service levels the company
provides annually by the
revenue it earns and
expenses it must spend to
operate its parks.
Operational Procedures for Collection and Recording
Where
When
Who
Important information
will be obtained
through online
research.
Method of Validating Measurement
System
Continuous Walt Disney Company data from year
to year, comparing different years and verifying
amounts match.
The annual data from
years 2007 – 2016
has already been
obtained.
The project manager
(myself) has
completed the
process of obtaining
data.
How Many
Ten annual year’s
worth of information.
Segmentation Factors
Data Segmentation: By Year, measurement
(financial data).
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Distribution Shapes: Normal and Non-Normal Data Measure
Basic Statistics for Continuous Data
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Distribution Shapes: Normal and Non-Normal Data Measure
Basic Statistics for Continuous Data
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Distribution Shapes: Normal and Non-Normal Data Measure
Basic Statistics for Continuous Data
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Distribution Shapes: Normal and Non-Normal Data Measure
Basic Statistics for Continuous Data
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Distribution Shapes: Normal and Non-Normal Data Measure
Basic Statistics for Continuous Data
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Distribution Shapes: Normal and Non-Normal Data Measure
Basic Statistics for Continuous Data
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Identify Variation Sources (X’s)
Analyze
Fishbone Diagram*
Potential Causes (Xs)
Environment
Methods / Procedures
The ‘Disney Method’
High number of visitors
Effect (Y)
Machines / Equipment
Payment system is impaired
Customers can’t purchase
their goods/services
Queuing system is down
Weather
FastPass system
Customers can’t reserve their
The wait times are too long
Raining
time slots for attractions
Not enough for everyone
Ice cream machine
Too hot or cold
is inoperable
Security
Damaged paths
Agitation of large crowds
Is not being utilized by cast
members (employees)
Obstructions
Holes in walkways
Low supply
Too much/little options
Beverages
Routes to maneuver through
park are too long
Food
Is not cooked correctly
Does not taste good
Are too strict or are too lenient
Cheaply made
Too expensive
Materials
Measurement
What are the Potential
Causes of Poor
Customer Service at
Disney World?
Park visitors
Something externally is
preventing them from enjoying
themselves at the parks
Aren’t using the FastPass
system properly (user error)
Cast members (employees)
Causing operational
disruptions
Merchandise
Safety measurements
Amusement Park rides
Food service
Longer wait times to get
checked into parks
Wait times are over/under measured
Broken down
Longer fix times
Not properly trained
Vendors
People
* Also called a Cause & Effect Diagram
What factor(s) make a difference?
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Affinity Diagrams Analyze
Cluster 3
•
•
•
•
•
Cluster 1
Park Layout
Too complicated
Long distances
Over-crowding
Attractions are
too scattered
Obstructions
Sub-theme
Food
•
•
•
•
Cluster 2
Attractions
•
•
•
Long wait times
Broken down
Uncovered areas
expose
customers to
weather
Too many options
Location-based in
different themes
Not cooked
properly
Long lines
Sub-theme
Beverage
•
•
•
•
Insufficient supply
Too much/little
variability
Expensive
Always sells with
commemorative
cups
Sub-theme
Merchandise
•
•
•
•
Cheaply made
Expensive
Bulky
Heavy to carry
around
Cluster 4
FastPass System
•
•
•
MagicBand
wristbands are
uncomfortable
Queuing times are too
long
Not enough
FastPasses are
available
What factor(s) make a difference?
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Variation for a Time Period Analyze
Basic Statistics for Continuous Data
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Variation for a Time Period Analyze
Basic Statistics for Continuous Data
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Variation for a Time Period Analyze
Basic Statistics for Continuous Data
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Variation for a Time Period Analyze
Basic Statistics for Continuous Data
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Variation for a Time Period Analyze
Basic Statistics for Continuous Data
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Variation for a Time Period Analyze
Basic Statistics for Continuous Data
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Variation for a Time Period Analyze
Basic Statistics for Continuous Data
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Variation for a Time Period Analyze
Basic Statistics for Continuous Data
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Variation over time Analyze
Basic Statistics for Continuous Data
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Variation over time Analyze
Basic Statistics for Continuous Data
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Pugh
Improve
Matrix
Pugh Matrix
* Note: Fill out only the fields that are shaded green
Reduce # of
employees
Cut unnecessary
expenses
Option C: Cutting
unnecessary expenses will
help increase operating
income since it is the best
alternative with the highest
weighted sum of positives
versus negatives.
Increasing
Admission rates
Key Assessment Criteria
Can be implemented quickly
Will solve the problem fully
Will increase operating income
Won't impact the customer
Won't impact operations
Benchmark
Option
Concept Sel ection Legend
Better
+
Same
S
Worse
-
Importance Rating
Alternatives
1
2
3
4
5
n/a
n/a
n/a
n/a
n/a
S
+
S
S
S
+
S
-
S
+
S
+
Sum of Positives
Sum of Negatives
Sum of Sames
Weighted Sum of Positives
Weighted Sum of Negatives
What is the Optimum Improvement Option?
1
2
2
3
6
1
1
3
3
5
2
1
2
8
2
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Selecting a Control Chart
Control
Selecting Control Charts
Continuous
Type of Data
Type of
Discrete Data
Discrete
Classification
(defectives)
Slowly changing,
very small
changes to detect
Individual
measurements
or subgroups?
Rational
Subgroups
Sample Size
<10
Constant
Sample Size
Individuals
Yes
EWMA, CUMSUM
charts
Individuals and
Moving Range
Chart
X and R Chart
Count
(defects)
No
X and S Chart
Yes
p-Chart
Constant
Opportunity
No
np Chart
Yes
No
c-chart
u-chart
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Validate Measurement System Control
Continuous Data X-bar & S
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Validate Measurement System Control
Continuous Data X-bar & S
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Conclusion
• The financial data was useful to determine various
important aspects of how the Walt Disney Company
is utilizing their funds.
• Higher investments in the parks did not mean that the
Operating Income would be increased significantly.
• There are still numerous options the company should
take to increase customer satisfaction though their
revenues steadily increase every year.
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