Developing process efficiencies resulting in shorter cycle times (i.e., the elapsed time between starting and completing a job) is one mechanism organizations often use to achieve a competitive advantage, higher profits, and/or better customer satisfaction. This research examines how a telecommunications company is working to reduce their repair process cycle time through an action research project in which researchers work side-by-side with company employees to develop and implement practical solutions. Given the specific goal to reduce the cycle time of their existing repair processes across multiple locations, the company selected the Lean Six Sigma methodology to guide their process improvement efforts. This began with mapping the processes, analyzing measurement systems, and collecting cycle time data. In addition to establishing a baseline measurement, these data will be analyzed to identify the sub-process steps, product types, repairers, etc. with the longest cycle times. These aspects will then be analyzed further to determine the causes of waste in the process. Next, ideas will be developed regarding how to reduce/eliminate the causes of waste, these ideas will be evaluated using group decision-making tools, and the most appropriate solutions will be implemented. Finally, a control plan will be established to facilitate behavior change of employees working in the process and monitor the improved process performance to ensure long-term sustainment of the reduced cycle time.