喜達(dá)屋酒店集團(tuán)Starwood六西瑪格培訓(xùn)ppt課件

1、Why Six Sigma StarwoodWe Think Were Different oday, if 2.5 (84% yield) then 10 dissatisfied customers every day, every property!Why Six SigmaComplex, multi-step processStarwood = 25 Million Guests AnnuallyIf 99%, then 90% yield 9 dissatisfied per property every dayIf 99.9997% then, 99.9

2、97% yield 10 dissatisfied per property every year99% x99% x99% x99% x99% x99% x99% x99% x99% x99% =90%Wide variability of performance to customer expectations in core processes across business: Major opportunity Major riskNo common method for sustaining, leveraging and transferring innovation across

3、 Starwood Lack of robust processes to sustain above average EBITDA growth rates: Internal view that Starwood doesnt systematically support collaboration, process improvement, people development, and best practice sharing.“Case for ChangeThe Case for Change:Guest Satisfaction - 25 Million GuestsGloba

4、l GSI Composite“Highly Satisfied = 3 - 6 xmore staysvs. “satisfiedOpportunitySatisfied customers= $2bn+ RevenueBillions of revenue from increased satisfaction“Dissatisfied customers tell 8 - 10 people. “internet allows dissatisfied customers to broadcast to thousands of people20,250,000 people aware

5、 of dissatisfactionBillions of potentially negative impressions Zagats Expedia Travelocity EpinionsThreatSatisfied41%Highly Satisfied50%Dissatis.9%If not “highly satisfied, then customers defect for price or location.12,500,000 “at risk customersProvide Customers Compelling Reason To ReturnWhat Is S

6、ix Sigma?You listen to the customer. . You get the facts . . .You eliminate non-value added work . . .You give the customer what she wants consistently !Six Sigma: Whats not to like? The FoundationSix Sigma is Voice of the Customer - Measure: - Goal:System of management:To Benefit the Business & its

7、 Customers, Associates and Owners How well we are meeting the Customers requirementsCritical to Quality MeasuresDefine the capability of a processImprovement that reaches near-perfectionAchieve lasting business leadership and top performanceCustomer is any person or organizationthat receives a produ

8、ct or service (Output) from our work activities (Process)Process is Series of Activities that: Take Inputs, Adds Value, Produces OutputSix Sigma: Process FocusedSix Sigma Approach & Projects Six Sigma Sequence Generate Project IdeasTransfer “Best PracticesSelect ProjectsDo ProjectsEveryone including

9、: customers (Internal & External)Even VendorsSix Sigma CouncilPropertyAreaDivisionalDMAIC Projects:BB & TeamQuick HitsProcess ownerDesignate best practice Six Sigma Council (Division, Global)iDMAIC“Import projectsProcess ownerSix Sigma: What It Is Not! Statistics, statistics and more statistics . .

10、. Numbers of projects . . . The only way we can change & improve . . . A “magic potion to solve everything . . . Something DONE TO the business by specialists A substitute for sound business strategy . . .Six Sigma RolesWhat is a Black Belt?What is a Master Black Belt?What is your role?Six Sigma Rol

11、es: Black BeltsWork with property leadership to identify opportunities Mobilize the team members and others in the propertyCoach/train team members in Six Sigma methods “just-in-timeIdentify implementation success barriers & work with others to overcomeRecommend & Pilot with the team innovative busi

12、ness process improvementsAchieve and capture measurable financial & guest loyalty results; complete 3 to 8 projects annually, depending on size, complexity & resourcesBB Does the Work & Drives the team !Responsibility:Profile:“A+ talent; your associate who you can least afford to lose!Analytical “ho

13、rsepower, intellectual curiosity & problem solving skillsLeadership & influence skillsFuture business leadersSix Sigma Roles: Master Black BeltSupport, challenge & guide project selection through the Six Sigma Council (e.g., what projects should property work on).Leadership, direction, guidance & su

14、pport to AMD, VPs & GMs relating to Six Sigma Coach & consult to Black Belts, & apply Six Sigma methods in area of responsibility (area, division, or corporate)Analytical “horsepower, intellectual curiosity & problem solving skillsEnsure quality & robustness of project integrity & team solutionsDriv

15、e innovation transfer; prevent “reinventing the wheelAchieve measurable financial and customer loyalty results: complete approximately 15 to 30 projects, depending on size, complexity and resources (approximately $5 -$10MM annually)“Portfolio ManagerTraining & ToolsBlack BeltTrainingLeading TeamsDMA

16、IC 1DMAIC 2Training ProjectSoftware & Intranet ToolsE:TOOLPower PointMini TabExcelVisio & ProjectBlack Belt Hiring Assessment ToolsBehavioral InterviewsComputer Skills assessmentComprehension & Numerical RelationshipsOther Important Six Sigma RolesProject SponsorsPeople (many times leadership) withi

17、n the existing organization most closely associated with a project. They are typically the ones who will gain or lose the most from the projects success or failureProcess OwnersPeople responsible for on-going post-implementation support of process changes/improvementsMust work closely with Project S

18、ponsor and/or Black Belt throughout projectImprovement Team MembersParticipate in all steps of defining and implementing projectsThey are the subject matter expertsSix Sigma APD RolloutAPD TimetableStaff MBBsPreliminary timetable to implement 1Q03 SepOctNovDecJanFebAprJulAugMarSelect BBsMBB & BB “Wa

19、ve 1 training & training projects$Property council training (SSC) 3 to 4 Properties perFirst BB projects startOwner “road showsDesign APD architecture & rolloutGM training (LSS)BB “Wave 2 training & training projectsFirst “Quick Hits2$12Property “billing iDMAICNov 02BeyondHR ASSESSMENT TOOL1$MBBs St

20、art Jan 1APD Six Sigma Summary45+ full-time resources, globally10,000 training daysProjects600 + DMAIC, Transfer & QH projects into Control3 to 5 Year GoalsGuests : Exceed expectations with less variabilityOwners : Substantial Financial BenefitAssociates : Tools to cost effectively transfer innovati

21、on & improve core processes2003 Targets: At least Full Breakeven$600,000 +BBs , MBBs etc“Black Belt (40-45 +/-): Full-time leadership & execution of property, area, or division-level projectsAssociates: Work on project teams“Master Black Belt(3-4): Support AMDs via diagnostics, manage the project po

22、rtfolio, and coach BBs within a geographyDivision Management,Area VP, GM:Project, process and business resultsDivision Six Sigma Leader:Driving the Six Sigma initiative within the divisionDivision Six Sigma Analyst (1):Financial tracking, reporting & analysis of projects and resultsKey Role Accounta

23、bilityFTE = 45 +/-APD Six Sigma OrganizationEVP Six Sigma10 BBMBB #110 BBMBB #2 10 BBMBB #3VP Six Sigma & MBB IndonesiaSix Sigma LeadershipMBB #4 10 BBAus./ NZ / FijiMalaysia, Thailand, & PhilippinesChina, Hong Kong & MacauJapan, Korea & GuamVERY PRELIMINARYDivision Six Sigma AnalystThe above could

24、also be consideration for the way Area Councils are structured if it fits within the strategic framework & organization of the divisionTrainingProject ListBlack Belt & Property Training Cycle1-2 Months agoLSSOverview of Six Sigma tools and SSC processPre-work(GM, BB, ExComm)SSC3 day courseDMAIC 1Tra

25、ining projectDMAIC 2General Manager & Property Training SSC Workshop Simulation PDF review / critique Council Meeting Action Plans1 Day GM-led session3 Day Facilitator led Training event$BB Project #1BB Project #2TodayBrainstormingPrioritizationSelection of 3-5 project ideasPDF assignmentPDFPDFRevis

26、ed PDFsPDFPDFSSC4x / year$1-2 weeksPDFPDFPDFBlack Belt Training TrackSix Sigma Training Investment10,000+ Days of TrainingSix Sigma Training Deployment iDMAIC Training is intended for all on Property Managers and will be done thru the Development Center on line in Starwood OneDetailed description of

27、 the terms used can be found hereGeneral 6 Sigma InformationSix Sigma Information E TOOL INNOVATION TRANSFER LESSONS LEARNED CURRENT GLOBAL, DIVISIONAL & CORPORATE PROJECTS THE DMAIC PROCESS1) The E ToolDocuments ProjectsToll Gates & Tracks Project ProgressRecords our FinancialsTransfers Best Practi

28、ces Knowledge Warehouse Accessible Globally3002001000100806040200B A D C E FBAr=.7Cause BEffectr=.5Cause AEffectDefectsSigma2 4 6Process BaselineDefectsSigma2 4 6Process EntitlementProcess RedesignS I Process O C FriendlyResponseSpeedCTQVoice of the CustomerProject CharterReduce cycle time and varia

29、bility of Check-In.Choice 3 Choice 2Choice 1SolutionsDecision Matrix CriteriaImplementationActivitiesDefineMeasureAnalyzeImproveControlDMAICProcess Improvement Methodology The Statistical Tools used Tollgate Checklist DefineFor our project, we have :1. Confirmed that our project is a worthwhile impr

30、ovement priority and is supported by the Quality Council.2. Been given (or written) a brief business case explaining the potential impact of our project on customers, profits, and its relationship on business strategies.3. Composed and agreed to a two to three sentence description of the problem as

31、we see it the Problem Statement focusing on symptoms only (not causes or solutions).4.Prepared a Goal Statement defining the results were seeking from our project, with a measurable target (or placeholder to add one). No solutions are proposed in the Goal Statement5. Prepared other key elements of a

32、n DMAIC team charter, including a list of constraints and assumptions, a review of players and roles, a preliminary plan and schedule, and (if needed) a process scope. 6.Reviewed your Charter with your sponsor for this project and confirmed his/her support.7.Identified the primary customer and key r

33、equirements of the process being improved and created a SIPOC diagram of the areas of concern.8.Prepared a detailed process map of areas of the process where we expect to focus our initial measurement.YESNOYESNOYESNOYESNOYESNOYESNOYESNOYESNOEvery Stage of the DMAIC Process will have a tollgate check

34、listEvery Stage will require Six Council and MBB review and approvalProject Search CriteriaProjects by Master Black Belt or a variety of other search methodsA Projects P&L Summary Monthly ViewProject Financial Benefit SummaryP&L Summary, Total, Property, Project2) Innovation TransferThe Role all of

35、our Associates will play in changing the culture and executing the benefits- People trained, processes mapped & measured-“Best Practice innovations transfer- Dashboards in place-Clear sigma improvement against customer “CTQs.- Dramatic process improvement against stretch targets to “CTQs - Core proc

36、esses redesigned- Six Sigma delivers material net income. - The way we run the business, day to day.Multi-Year Change Program:Deliver Compelling Guest Satisfaction2-3s20012002-32004-6What Our “Roadmap Looks Like- Program launched & right resources allocated- Organization believes were serious - Proj

37、ects launched & improvement tracked;- Great talent: BBs/MBBs- Delivers to the P+L3-4s4-5sInnovation Transfer Creates Strategic AdvantageTactical Advantage2001-2: Project BenefitsProjects deliver value at the property, for the property:Projects improve property processesStrategic Advantage2002-3+ : I

38、nnovation TransferProjects deliver value & improve Starwood-wide processesInnovations rapidly transferred to all applicable Starwood properties:Innovation TransferSPEEDLess Investment (Dont reinvent the wheel)Less Risk (Do what works somewhere else)Faster Implementation faster benefitsFaster recover

39、y from errors - experimentationR O I3 Years 6 MonthsInnovation TransferAs of 25 June 2002, 8 weeks since launch . . .8 weeks since launch195 Transfer Projects in ProcessiDMAIC StatisticsModule 4 Completion (7 2 02)Six Sigma: What it Takes Results = Quality (of solution) X AcceptanceRQAGreat Solution

40、s Without Buy-in Get You Nothing!3) Key Lessons Year 1Six Sigma as Starwood ValueStaff “top talent as Black BeltsLeverage the Six Sigma network as resource MBBs / Global teamProjects that make a difference to the property . . . across the systemProjects linked to leader “big 5Do “Quick Hits“Import i

41、nnovationCommitment & InvolvementClear project sponsorship with responsibilityLeadership tested at every levelCouncil part of regular management cycleApply Six Sigma roles:Actively Lead it! Select the right projectsDrive Changes That Make A DifferenceFor the Guest &To The Business 4) Corporate, Divi

42、sional & Global ProjectsBuilding the Six Sigma Culture in Asia PacificAllow Six Sigma to weave the fabric of its own culture as it relates to the Asia Pacific Region.Lessons learned will be importantbut more so to guide us and anticipate previous shortcomings.1st and foremost a clear understanding o

43、f each regions nuances, personalities, cultures, Awareness of Brands & varied customer expectations,Financial & Ownership expectations understanding, involvement and balance -target projects that manage to those expectationsTo drive direction towards meaningful projects -based on each regions needsP

44、assion about this stuff-can bring change to the way we treat our customers InvolvementEarly SuccessesHiring Great peopleHands on involvementShortening the learning curveBuild on our strengths and share our successes as a DivisionMinimize some of the shortcomings of the original roll-outsBorrow from

45、best practices in NAD, LAD & EuropeAbility to build relationships, coalitions, and people working together to accomplish the same goalWill clearly rely on the people ( AMD/VPs, GMS. & BB) to help clarify and provide the direction as we develop our strategies & direction.Global StatusWeek Ending June

46、 28Six Sigma Benefits Snapshot2002 System-wide Six Sigma Benefits(US$mm)2001 Year End2002 YTD Actual2002 Full Year Forecast2002 Prior Month F/Y Forecast2002 Budget2003 ForecastSystem-wide BenefitsCorporate2.31.13.74.07.53.4NAD- Owned19.829.160.259.057.713.2- Managed14.225.856.553.751.716.0LAD- Owned

47、3.43.57.27.17.93.3- ManagedNA0.10.20.10.00.0Europe- Owned2.26.315.613.214.810.1- Managed2.33.89.79.110.65.4St. Regis- Owned2.51.74.33.54.51.6- Managed0.30.50.90.91.50.2SVONA0.10.20.21.00.1Total-Owned30.241.891.287.093.431.7-Managed16.830.267.363.763.821.6STARS2.33.68.26.97.05.3Total System-wide Bene

48、fits49.375.6166.7157.7164.258.6% benefits from DMAIC Projects:18%20%30%84%DMAIC Project Average ValueAverage DMAIC Project Value by DivisionNotes:Project data as of 6/27/02Assumed that 2001+2002+2003 forecast = total project value forecastUsed 2001 YE numbers from old excel Cotter Report worksheetOr

49、iginal model of $200k average per DMAIC project at “maturity, with “l(fā)earning curve average economics: training project $0, P1 $67k, P2 $133k. P3 $200k at this point in time, model average benefits of $140k (D-I)Average project value $15k+ (10%) ahead of model2001 Six Sigma Award WinnersWhy are these

50、 winners?Impact process AND $Wouldnt have done without Six SigmaCross-functional AND team to implementNeeded the tools . . . and used themTransferabilityMajor Corporate ProjectsCORP HQ PROJECTS COMPLETED 2001Outside Legal Council (11984) Reduce fees paid to outside attorneys for matters that are man

51、aged by the Corporate Legal Department. 2001 benefit: $284k. 2002 benefit : $1.05mm (Sponsor: Seigel)Accounts Receivable (10821) Reduce interest costs of floating receivables for managed properties. 2001 benefit : $153k. 2002 benefit : $342k Benefit Termination (12065 QH) Terminate benefits closer t

52、o termination date (rather than pay benefits through the end of the month). 2001 benefit : $581k; 2002 benefit : $480mm (Sponsor: Norton)Development Process (12437) Produced new business plan, deal parameter guidelines, and new approval process. Benefit not quantified. (Sponsor: Goldman)CORP HQ PROJ

53、ECTS IN-PROGRESS 2002Warranty Insurance Program (12036) Reduce repair and maintenance expense; L/T opportunity target 20% reduction on a base of $52mm spent in NAD in 2001 Airline travel Services (11965) New travel guidelines and trip pre-approval process; Part II will examine American Express prici

54、ng and service. Part I benefit 2002: $200k. Part II benefit: TBD. Hotel Accounting Standardization and Automation Reengineer 5 core processesRevenue Audit, Cash, Purchasing and AP, AR, and the Close. Estimated benefit: $3-5mmCorporate: 7 BBs and 2 MBBsSTARS PROJECTS COMPLETED 2001Multiple CCC Conver

55、sion Projects (11721, 10693, 43166, 40821, 19251) A series of projects to assess recruiting, training, reporting, and performance of CCC associates with the goal of increasing conversion rates. 2002 benefit: $1.3mmSTARS PROJECTS IN-PROGRESS 2002 Address Collection (40483) Increase the capture rate f

56、or addresses from property-enrolled SPG members. 2002 benefit: $162kPromotion Loading (14060) Improve the method for processing marketing promotions.GDS Rate Modification (42369) Reduce turn-around time and improve the accuracy of rates loaded in GDS by Starlink/GDS desk. 2002 benefit: $280k.Optimiz

57、e Call Handling Time (44847) Minimize ATT variance by call type. 2002 benefit: $384k.Major STARS ProjectsSTARS: 7 BBs and 1 MBBGlobal Projects Approved 12/01 Check-in (26373) Two goals: (1) A vision for a winning check-in process that delivers competitive advantage; and (2) identify and implement in

58、cremental improvements to the current process (sponsors: Ted Darnall and Steve Hankin) Guest Incidents Design procedures for handling the subset of guest complaints that could potentially expose Starwood to legal expense. (sponsor: Paul Scott and Tony Rodolakis). Overtime Not a DMAIC project; rather

59、, it is an effort to assemble the results of 40 similar projects and disseminate an OT reduction tool kit via the innovation transfer program (sponsor: Jose Ponte).Business Planning Process (35240) Design a planning process that links budgeting, annual / initiative planning, and strategic planning (

60、sponsor: Dene Rogers) A&C / Design Clarify roles and responsibilities between the two groups; after that, propose a suite of DMAIC and QH projects (sponsor: Norman MacLeod & James Hyman) NAD Initiatives and Projects 5) The DMAIC ProcessDefineMeasureAnalyzeImproveControl“ D M A I C Projects: Consiste