This paper investigates how Six Sigma was implemented in a South African municipality. In recent years, the South African municipality has received an increase in the number of complaints from the public about the state of road infrastructure and endless projects that cause traffic congestion. The study employed both qualitative and quantitative research methods to gain a thorough understanding of six sigma implementation in the case study company. The case study was chosen as the best research strategy because it allows for investigation of the phenomenon in its context while utilizing multiple data sources. The information for this study came from two main sources: secondary data and primary data. Among other findings, the data revealed a lack of six sigma training, fundamentals of Six Sigma, and steering committees to track the progress of six sigma projects. There was also evidence that the company did not have a six sigma champion, did not use black belts in the implementation of six sigma projects, and that there was a disparity in the allocation of funding for six sigma training, resulting in insufficient training for team members involved in deploying six sigma projects. It was recommended that the company establish a clear link between six sigma projects and business objectives, and that six sigma projects be managed by black belts who understand the business processes.