afp-0103-酒店六西格瑪培訓(xùn)

WhySixSigma@StarwoodWeThinkWe’reDifferent!oday,if2.5(84%yield))then10dissatisfiedcustomerseveryday,,everyproperty!WhySixSigmaComplex,multi-stepprocessStarwood==25MillionGuestsAnnuallyIf99%,then90%yield

9dissatisfiedperpropertyeverydayIf99.9997%then,99.997%yield10dissatisfiedperpropertyeveryyear99%x99%x99%x99%x99%x99%x99%x99%x99%x99%=90%Widevariabilityofperformancetocustomerexpectationsincoreprocessesacrossbusiness::MajoropportunityMajorriskNocommonmethodforsustaining,leveragingandtransferringinnovationacrossStarwood

LackofrobustprocessestosustainaboveaverageEBITDAgrowthrates::

InternalviewthatStarwooddoesn’’tsystematicallysupportcollaboration,,processimprovement,,peopledevelopment,andbestpracticesharing.“CaseforChange””TheCaseforChange:GuestSatisfaction--25MillionGuestsGlobalGSIComposite“HighlySatisfied”=3--6xmorestaysvs.““satisfied”O(jiān)pportunitySatisfiedcustomers=$2bn++RevenueBillionsofrevenuefromincreasedsatisfaction“Dissatisfiedcustomers”tell8--10people....…“internet”allowsdissatisfiedcustomerstobroadcasttothousandsofpeople20,250,,000peopleawareofdissatisfactionBillionsofpotentiallynegativeimpressionsZagatsExpediaTravelocityEThreatSatisfied41%HighlySatisfied50%Dissatis.9%Ifnot““highlysatisfied””,thencustomersdefectforpriceorlocation..12,500,,000“atrisk”customersProvideCustomersCompellingReasonToReturnWhatIsSixSigma?Youlistentothecustomer...Yougetthefacts.....Youeliminatenon-valueaddedwork.....Yougivethecustomerwhatshewants––consistently!!SixSigma::What’snottolike??TheFoundationSixSigmais……VoiceoftheCustomer-Measure::

-Goal::Systemofmanagement:

ToBenefittheBusiness&&itsCustomers,,AssociatesandOwnersHowwellwearemeetingtheCustomersrequirementsCriticaltoQualityMeasuresDefinethecapabilityofaprocessImprovementthatreachesnear-perfectionAchievelastingbusinessleadershipandtopperformanceCustomerisanypersonororganizationthatreceivesaproductorservice(Output))fromourworkactivities((Process))ProcessisSeriesofActivitiesthat:TakeInputs,AddsValue,ProducesOutputSixSigma::ProcessFocusedSixSigmaApproach&&ProjectsSixSigmaSequenceGenerateProjectIdeasTransfer““BestPractices””SelectProjectsDoProjectsEveryoneincluding::customers((Internal&&External))EvenVendorsSixSigmaCouncilPropertyAreaDivisionalDMAICProjects:BB&&TeamQuickHitsProcessownerDesignatebestpractice––SixSigmaCouncil(Division,Global)iDMAIC“Import”projectsProcessownerSixSigma::WhatItIsNot!Statistics,statisticsandmorestatistics.....Numbersofprojects.....Theonlywaywecanchange&improve.....A“magicpotion”tosolveeverything.....SomethingDONETOthebusinessbyspecialistsAsubstituteforsoundbusinessstrategy.....SixSigmaRolesWhatisaBlackBelt?WhatisaMasterBlackBelt??Whatisyourrole?SixSigmaRoles::BlackBeltsWorkwithpropertyleadershiptoidentifyopportunitiesMobilizetheteammembersandothersinthepropertyCoach/trainteammembersinSixSigmamethods“just-in-time”Identifyimplementationsuccessbarriers&workwithotherstoovercomeRecommend&&PilotwiththeteaminnovativebusinessprocessimprovementsAchieveandcapturemeasurablefinancial&&guestloyaltyresults;complete3to8projectsannually,,dependingonsize,complexity&resourcesBBDoestheWork&Drivestheteam!Responsibility:Profile:“A+”talent;yourassociatewhoyoucanleastaffordtolose!Analytical“horsepower”,intellectualcuriosity&problemsolvingskillsLeadership&influenceskillsFuturebusinessleadersSixSigmaRoles::MasterBlackBeltSupport,challenge&&guideprojectselectionthroughtheSixSigmaCouncil((e.g.,whatprojectsshouldpropertyworkon).Leadership,direction,,guidance&supporttoAMD,,VP’s&&GM’srelatingtoSixSigmaCoach&&consulttoBlackBelts,&&applySixSigmamethodsinareaofresponsibility((area,,division,orcorporate))Analytical“horsepower”,intellectualcuriosity&problemsolvingskillsEnsurequality&&robustnessofprojectintegrity&&teamsolutionsDriveinnovationtransfer;prevent““reinventingthewheel”Achievemeasurablefinancialandcustomerloyaltyresults:completeapproximately15to30projects,dependingonsize,complexityandresources((approximately$$5--$10MMannually)“PortfolioManager”Training&&Tools—BlackBeltTrainingLeadingTeamsDMAIC1DMAIC2TrainingProjectSoftware&&IntranetToolsE:TOOLPowerPointMiniTabExcelVisio&&ProjectBlackBeltHiringAssessmentToolsBehavioralInterviewsComputerSkillsassessmentComprehension&NumericalRelationshipsOtherImportantSixSigmaRolesProjectSponsorsPeople((manytimesleadership)withintheexistingorganizationmostcloselyassociatedwithaproject..Theyaretypicallytheoneswhowillgainorlosethemostfromtheproject’’ssuccessorfailureProcessOwnersPeopleresponsibleforon-goingpost--implementationsupportofprocesschanges//improvementsMustworkcloselywithProjectSponsorand//orBlackBeltthroughoutprojectImprovementTeamMembersParticipateinallstepsofdefiningandimplementingprojectsTheyarethesubjectmatterexpertsSixSigmaAPDRolloutAPDTimetableStaffMBBsPreliminarytimetabletoimplement1Q03SepOctNovDecJanFebAprJulAugMarSelectBBsMBB&&BB““Wave1”training&&trainingprojects$Propertycounciltraining(SSC))3to4PropertiesperFirstBBprojectsstartOwner““roadshows”DesignAPDarchitecture&&rolloutGMtraining((LSS)BB““Wave2”training&&trainingprojectsFirst““QuickHits”2$12Property““billing”iDMAICNov02BeyondHRASSESSMENTTOOL1$MBB’’sStartJan1APDSixSigmaSummary45+full-timeresources,,globally10,000trainingdaysProjects600++DMAIC,Transfer&&QHprojectsintoControl3to5YearGoalsGuests::ExceedexpectationswithlessvariabilityOwners::SubstantialFinancialBenefitAssociates:Toolstocosteffectivelytransferinnovation&&improvecoreprocesses2003Targets:AtleastFullBreakeven$600,000++BB’’s,,MBB’setc“BlackBelt”(40-45+/-):

Full-timeleadership&executionofproperty,area,ordivision-levelprojects

Associates:Workonprojectteams“MasterBlackBelt”(3-4):

SupportAMDsviadiagnostics,managetheprojectportfolio,andcoachBBswithinageographyDivisionManagement,AreaVP,GM:Project,processandbusinessresults

DivisionSixSigmaLeader:DrivingtheSixSigmainitiativewithinthedivisionDivisionSixSigmaAnalyst(1):Financialtracking,reporting&analysisofprojectsandresultsKeyRoleAccountabilityFTE=45+/-APDSixSigmaOrganizationEVPSixSigma10BBMBB#110BBMBB#2

10BBMBB#3VPSixSigma&&MBBIndonesiaSixSigmaLeadershipMBB#410BBAus../NZ/FijiMalaysia,Thailand,,&PhilippinesChina,HongKong&MacauJapan,Korea&GuamVERYPRELIMINARYDivisionSixSigmaAnalystTheabovecouldalsobeconsiderationforthewayAreaCouncilsarestructuredifitfitswithinthestrategicframework&&organizationofthedivisionTrainingProjectListBlackBelt&PropertyTrainingCycle1-2MonthsagoLSSOverviewofSixSigmatoolsandSSCprocessPre--work(GM,,BB,ExComm))SSC3daycourseDMAIC1TrainingprojectDMAIC2GeneralManager&&PropertyTrainingSSCWorkshopSimulationPDFreview/critiqueCouncilMeetingActionPlans1DayGM-ledsession3DayFacilitatorledTrainingevent$$$$$BBProject#1BBProject#2TodayBrainstormingPrioritizationSelectionof3-5projectideasPDFassignmentPDFPDFRevisedPDF’sPDFPDFSSC4x//year$$$1-2weeksPDFPDFPDFBlackBeltTrainingTrackSixSigmaTrainingInvestment10,000++DaysofTrainingSixSigmaTrainingDeploymentiDMAICTrainingisintendedforallonPropertyManagersandwillbedonethrutheDevelopmentCenteronlineinStarwoodOneDetaileddescriptionofthetermsusedcanbefoundhereGeneral6SigmaInformationSixSigmaInformationETOOLINNOVATIONTRANSFERLESSONSLEARNEDCURRENTGLOBAL,DIVISIONAL&&CORPORATEPROJECTSTHEDMAICPROCESS1)TheEToolDocumentsProjectsTollGates&TracksProjectProgressRecordsourFinancialsTransfersBestPracticesKnowledgeWarehouse–AccessibleGlobally3002001000100806040200BADCEFBAr=.7CauseBEffectr=.5CauseAEffectDefectsSigma246ProcessBaselineDefectsSigma246ProcessEntitlementProcessRedesignSIProcessOCFriendlyResponseSpeedCTQVoiceoftheCustomerProjectCharterReducecycletimeandvariabilityofCheck-In.Choice3

Choice2Choice1SolutionsDecisionMatrixCriteriaImplementationActivitiesDefineMeasureAnalyzeImproveControlDMAICProcessImprovementMethodologyTheStatisticalToolsusedTollgateChecklist––DefineForourproject,,wehave::1.ConfirmedthatourprojectisaworthwhileimprovementpriorityandissupportedbytheQualityCouncil.2.Beengiven((orwritten)abriefbusinesscaseexplainingthepotentialimpactofourprojectoncustomers,profits,anditsrelationshiponbusinessstrategies.3.Composedandagreedtoatwotothreesentencedescriptionoftheproblemasweseeit––theProblemStatement––focusingonsymptomsonly(notcausesorsolutions)..4.PreparedaGoalStatementdefiningtheresultswe'reseekingfromourproject,withameasurabletarget(orplaceholdertoaddone).NosolutionsareproposedintheGoalStatement5.PreparedotherkeyelementsofanDMAICteamcharter,includingalistofconstraintsandassumptions,,areviewofplayersandroles,apreliminaryplanandschedule,and((ifneeded)aprocessscope.6.ReviewedyourCharterwithyoursponsorforthisprojectandconfirmedhis//hersupport..7.IdentifiedtheprimarycustomerandkeyrequirementsoftheprocessbeingimprovedandcreatedaSIPOCdiagramoftheareasofconcern.8.Preparedadetailedprocessmapofareasoftheprocesswhereweexpecttofocusourinitialmeasurement.YESNOYESNOYESNOYESNOYESNOYESNOYESNOYESNOEveryStageoftheDMAICProcesswillhaveatollgatechecklistEveryStagewillrequireSixCouncilandMBBreviewandapprovalProjectSearchCriteriaProjectsbyMasterBlackBeltoravarietyofothersearchmethodsAProjectsP&&LSummaryMonthlyViewProjectFinancialBenefitSummaryP&LSummary,Total,,Property,Project2)InnovationTransferTheRoleallofourAssociateswillplayinchangingthecultureandexecutingthebenefits-Peopletrained,,processesmapped&&measured-“BestPractice”innovationstransfer-Dashboardsinplace- Clearsigmaimprovementagainstcustomer““CTQs”.-Dramaticprocessimprovementagainststretchtargetsto““CTQs”-Coreprocessesredesigned-SixSigmadeliversmaterialnetincome..-Thewaywerunthebusiness,,daytoday.Multi-YearChangeProgram:DeliverCompellingGuestSatisfaction2-3s20012002-32004-6WhatOur““Roadmap”LooksLike-Programlaunched&&rightresourcesallocated-Organizationbelieveswe’reserious-Projectslaunched&&improvementtracked;-Greattalent::BBs//MBBs-DeliverstotheP+L3-4s4-5sInnovationTransferCreatesStrategicAdvantageTacticalAdvantage2001-2::ProjectBenefitsProjectsdelivervalueattheproperty,fortheproperty:ProjectsimprovepropertyprocessesStrategicAdvantage2002-3++:InnovationTransferProjectsdelivervalue&improveStarwood-wideprocessesInnovationsrapidlytransferredtoallapplicableStarwoodproperties::InnovationTransferSPEEDLessInvestment((Don’treinventthewheel)LessRisk((Dowhatworkssomewhereelse))FasterImplementation––fasterbenefitsFasterrecoveryfromerrors--experimentationROI3Years>6MonthsInnovationTransferAsof25June2002,,8weekssincelaunch.....8weekssincelaunch195TransferProjectsinProcessiDMAICStatisticsModule4Completion(7202))SixSigma::WhatitTakesResults=Quality(ofsolution))XAcceptanceRQAGreatSolutionsWithoutBuy--inGetYouNothing!!3)KeyLessonsYear1SixSigmaasStarwoodValueStaff““top”talentasBlackBeltsLeveragetheSixSigmanetworkasresource––MBBs/GlobalteamProjectsthatmakeadifference–totheproperty.....acrossthesystemProjectslinkedtoleader“big5”Do““QuickHits”“Import”innovationCommitment&InvolvementClearprojectsponsorshipwithresponsibilityLeadershiptestedateverylevelCouncilpartofregularmanagementcycleApplySixSigmaroles:ActivelyLeadit!SelecttherightprojectsDriveChangesThatMakeADifferenceFortheGuest&ToTheBusiness4)Corporate,,Divisional&&GlobalProjectsBuildingtheSixSigmaCultureinAsiaPacificAllowSixSigmatoweavethefabricofitsowncultureasitrelatestotheAsiaPacificRegion..Lessonslearnedwillbeimportant——butmoresotoguideusandanticipatepreviousshortcomings.1standforemostaclearunderstandingofeachregionsnuances,personalities,cultures,,AwarenessofBrands&variedcustomerexpectations,Financial&&Ownershipexpectations—understanding,involvementandbalance----targetprojectsthatmanagetothoseexpectationsTodrivedirectiontowardsmeaningfulprojects-----basedoneachregionsneedsPassionaboutthisstuff----canbringchangetothewaywetreatourcustomersInvolvementEarlySuccessesHiringGreatpeopleHandsoninvolvementShorteningthelearningcurveBuildonourstrengthsandshareoursuccessesasaDivisionMinimizesomeoftheshortcomingsoftheoriginalroll--outsBorrowfrombestpracticesinNAD,,LAD&&EuropeAbilitytobuildrelationships,,coalitions,,andpeopleworkingtogethertoaccomplishthesamegoalWillclearlyrelyonthepeople(AMD/VP’s,,GMS.&&BB)tohelpclarifyandprovidethedirectionaswedevelopourstrategies&&direction.GlobalStatusWeekEndingJune28SixSigmaBenefitsSnapshot2002System-wideSixSigmaBenefits(US$$mm))2001YearEnd2002YTDActual2002FullYearForecast2002PriorMonthF/YForecast2002Budget2003ForecastSystem--wideBenefitsCorporate4.07.53.4NAD-Owned19.829.160.259.057.713.2-Managed14.225.856.553.751.716.0LAD-Owned-ManagedNA0.00.0Europe-Owned2.26.315.613.214.810.1-ManagedSt.Regis-Owned-ManagedSVONA1.00.1Total-Owned30.241.891.287.093.431.7-Managed16.830.267.363.763.821.6STARS6.97.05.3TotalSystem--wideBenefits49.375.6166..7157..7164..258.6%benefitsfromDMAICProjects::18%20%30%84%DMAICProjectAverageValueAverageDMAICProjectValuebyDivisionNotes:Projectdataasof6/27/02Assumedthat2001+2002+2003forecast==totalprojectvalueforecastUsed2001YEnumbersfromoldexcel""CotterReport"worksheetOriginalmodelof$$200kaverageperDMAICprojectat“maturity”,,with““l(fā)earningcurve”averageeconomics:trainingproject$$0,P1$$67k,P2$$133k..P3$200k–atthispointintime,modelaveragebenefitsof$140k(D-I))Averageprojectvalue$15k+(10%)aheadofmodel2001SixSigmaAwardWinnersWhyarethesewinners??Impact––processAND$$$$$Wouldn’’thavedonewithoutSixSigmaCross-functionalANDteamtoimplementNeededthetools.....andusedthemTransferabilityMajorCorporateProjectsCORPHQPROJECTSCOMPLETED2001OutsideLegalCouncil(11984))–ReducefeespaidtooutsideattorneysformattersthataremanagedbytheCorporateLegalDepartment.2001benefit:$$284k..2002benefit::$$1.05mm(Sponsor:Seigel))AccountsReceivable(10821))–Reduceinterestcostsoffloatingreceivablesformanagedproperties..2001benefit::$$153k.2002benefit::$342kBenefitTermination(12065QH))–Terminatebenefitsclosertoterminationdate(ratherthanpaybenefitsthroughtheendofthemonth)..2001benefit::$$581k;2002benefit::$480mm((Sponsor:Norton)DevelopmentProcess(12437))–Producednewbusinessplan,dealparameterguidelines,andnewapprovalprocess.Benefitnotquantified.((Sponsor::Goldman))CORPHQPROJECTSIN-PROGRESS2002WarrantyInsuranceProgram(12036))–Reducerepairandmaintenanceexpense;L/Topportunitytarget20%reductiononabaseof$52mmspentinNADin2001AirlinetravelServices(11965))–Newtravelguidelinesandtrippre-approvalprocess;;PartIIwillexamineAmericanExpresspricingandservice.PartIbenefit2002::$200k.PartIIbenefit:TBD..HotelAccountingStandardizationandAutomation–Reengineer5coreprocesses—RevenueAudit,Cash,PurchasingandAP,AR,,andtheClose..Estimatedbenefit:$$3--5mmCorporate:7BBsand2MBBsSTARSPROJECTSCOMPLETED2001MultipleCCCConversionProjects(11721,,10693,43166,40821,,19251)––Aseriesofprojectstoassessrecruiting,training,reporting,andperformanceofCCCassociateswiththegoalofincreasingconversionrates..2002benefit::$1.3mmSTARSPROJECTSIN-PROGRESS2002E-MailAddressCollection(40483))–Increasethecaptureratefore-mailaddressesfromproperty-enrolledSPGmembers.2002benefit:$$162kPromotionLoading(14060))–Improvethemethodforprocessingmarketingpromotions.GDSRateModification(42369))–Reduceturn-aroundtimeandimprovetheaccuracyofratesloadedinGDSbyStarlink/GDSdesk.2002benefit:$$280k..OptimizeCallHandlingTime(44847))–MinimizeATTvariancebycalltype.2002benefit:$$384k..MajorSTARSProjectsSTARS:7BBsand1MBBGlobalProjectsApproved12//01Check-in((26373)–Twogoals::(1)Avisionforawinningcheck-inprocessthatdeliverscompetitiveadvantage;;and((2)identifyandimplementincrementalimprovementstothecurrentprocess((sponsors::TedDarnallandSteveHankin))GuestIncidents–DesignproceduresforhandlingthesubsetofguestcomplaintsthatcouldpotentiallyexposeStarwoodtolegalexpense.((sponsor:PaulScottandTonyRodolakis)).Overtime––NotaDMAICproject;rather,,itisanefforttoassembletheresultsof40similarprojectsanddisseminateanOTreductiontoolkitviatheinnovationtransferprogram((sponsor::JosePonte)).BusinessPlanningProcess–(35240)Designaplanningprocessthatlinksbudgeting,annual/initiativeplanning,andstrategicplanning((sponsor:DeneRogers))A&C//Design–Clarifyrolesandresponsibilitiesbetweenthetwogroups;afterthat,proposeasuiteofDMAICandQHprojects((sponsor:NormanMacLeod&&JamesHyman)NADInitiativesandProjects5)TheDMAICProcessDefineMeasureAnalyzeImproveControl“DMAIC””Projects:ConsistentMethod1.Whatistheprojectcharter??2.Whatisthe“VoiceoftheCustomer”Gettherightdata........nottheeasy,,availabledata.Whatdoesthedatatellus?Whatisthe“rootcause”?Fixtheprocess“Improve”“Redesign””Istheimprovementdeliveringresults?FivePhasesofSixSigmaProjects::3002001000100806040200BADCEFBAr=.7CauseBEffectr=.5CauseAEffectDefectsSigma246ProcessBaselineDefectsSigma246ProcessEntitlementProcessRedesignSIProcessOCFriendlyResponseSpeedCTQVoiceoftheCustomerProjectCharterReducecycletimeandvariabilityofCheck-In.Choice3

Choice2Choice1SolutionsDecisionMatrixCriteriaImplementationActivitiesDefineMeasureAnalyzeImproveControlDMAICProcessImprovementMethodologyTollgateChecklist––DefineForourproject,,wehave::1.ConfirmedthatourprojectisaworthwhileimprovementpriorityandissupportedbytheQualityCouncil.2.Beengiven((orwritten)abriefbusinesscaseexplainingthepotentialimpactofourp