In fall of 2011 the University at Buffalo Libraries circulation department undertook Six Sigma training for the purpose of overhauling its student scheduling process. The department was able to mitigate significant staffing budgetary reductions and resource reallocations and to overcome the unique challenges of scheduling student labor for a significant portion of service desk hours. This article discusses why the Six Sigma project was undertaken as well as the Six Sigma process steps and the measurement and formalization a of significant procedural change to the circulation department's student scheduling process that resulted in a highly successful outcome.