酒店六西格玛培训讲座(英文版)(ppt 66页).ppt

WhySixSigma Starwood WeThinkWe reDifferent Today if2 5 84 yield then10dissatisfiedcustomerseveryday everyproperty WhySixSigma Complex multi stepprocess Starwood 25MillionGuestsAnnually 90 Widevariabilityofperformancetocustomerexpectationsincoreprocessesacrossbusiness MajoropportunityMajorriskNocommonmethodforsustaining leveragingandtransferringinnovationacrossStarwoodLackofrobustprocessestosustainaboveaverageEBITDAgrowthrates InternalviewthatStarwooddoesn tsystematicallysupportcollaboration processimprovement peopledevelopment andbestpracticesharing CaseforChange TheCaseforChange GuestSatisfaction 25MillionGuests GlobalGSIComposite HighlySatisfied 3 6xmorestaysvs satisfied Opportunity Satisfiedcustomers 2bn Revenue Billionsofrevenuefromincreasedsatisfaction Dissatisfiedcustomers tell8 10people internet allowsdissatisfiedcustomerstobroadcasttothousandsofpeople 20 250 000peopleawareofdissatisfaction BillionsofpotentiallynegativeimpressionsZagatsExpediaTravelocityE Threat Ifnot highlysatisfied thencustomersdefectforpriceorlocation 12 500 000 atrisk customers ProvideCustomersCompellingReasonToReturn WhatIsSixSigma Youlistentothecustomer Yougetthefacts Youeliminatenon valueaddedwork Yougivethecustomerwhatshewants consistently SixSigma What snottolike TheFoundation SixSigmais VoiceoftheCustomer Measure Goal Systemofmanagement ToBenefittheBusiness itsCustomers AssociatesandOwners HowwellwearemeetingtheCustomersrequirementsCriticaltoQualityMeasuresDefinethecapabilityofaprocessImprovementthatreachesnear perfectionAchievelastingbusinessleadershipandtopperformance Customerisanypersonororganizationthatreceivesaproductorservice Output fromourworkactivities Process ProcessisSeriesofActivitiesthat TakeInputs AddsValue ProducesOutput SixSigma ProcessFocused SixSigmaApproach Projects SixSigmaSequence GenerateProjectIdeas Transfer BestPractices SelectProjects DoProjects Everyoneincluding customers Internal External EvenVendors SixSigmaCouncilPropertyAreaDivisional DMAICProjects BB TeamQuickHitsProcessowner Designatebestpractice SixSigmaCouncil Division Global iDMAIC Import projectsProcessowner SixSigma WhatItIsNot Statistics statisticsandmorestatistics Numbersofprojects Theonlywaywecanchange improve A magicpotion tosolveeverything SomethingDONETOthebusinessbyspecialistsAsubstituteforsoundbusinessstrategy SixSigmaRoles WhatisaBlackBelt WhatisaMasterBlackBelt Whatisyourrole SixSigmaRoles BlackBelts WorkwithpropertyleadershiptoidentifyopportunitiesMobilizetheteammembersandothersinthepropertyCoach trainteammembersinSixSigmamethods just in time Identifyimplementationsuccessbarrierscomplete3to8projectsannually dependingonsize complexity resources BBDoestheWork Drivestheteam Responsibility Profile A talent yourassociatewhoyoucanleastaffordtolose Analytical horsepower intellectualcuriosity problemsolvingskillsLeadership influenceskillsFuturebusinessleaders SixSigmaRoles MasterBlackBelt Support challengeprevent reinventingthewheel Achievemeasurablefinancialandcustomerloyaltyresults completeapproximately15to30projects dependingonsize complexityandresources approximately 5 10MMannually PortfolioManager Training Tools BlackBelt TrainingLeadingTeamsDMAIC1DMAIC2TrainingProject Software IntranetToolsE TOOLPowerPointMiniTabExcelVisio Project BlackBeltHiringAssessmentToolsBehavioralInterviewsComputerSkillsassessmentComprehension NumericalRelationships OtherImportantSixSigmaRoles ProjectSponsorsPeople manytimesleadership withintheexistingorganizationmostcloselyassociatedwithaproject Theyaretypicallytheoneswhowillgainorlosethemostfromtheproject ssuccessorfailureProcessOwnersPeopleresponsibleforon goingpost implementationsupportofprocesschanges improvementsMustworkcloselywithProjectSponsorand orBlackBeltthroughoutprojectImprovementTeamMembersParticipateinallstepsofdefiningandimplementingprojectsTheyarethesubjectmatterexperts SixSigmaAPDRollout APDTimetable StaffMBBs Preliminarytimetabletoimplement1Q03 Sep Oct Nov Dec Jan Feb Apr Jul Aug Mar SelectBBs MBB BB Wave1 training trainingprojects Propertycounciltraining SSC 3to4Propertiesper FirstBBprojectsstart Owner roadshows DesignAPDarchitecture rollout GMtraining LSS BB Wave2 training trainingprojects First QuickHits 2 1 Property billing iDMAIC Beyond HRASSESSMENTTOOL 1 MBB sStartJan1 APDSixSigmaSummary 45 full timeresources globally 10 000trainingdays Projects600 DMAIC Transfer QHprojectsintoControl 3to5YearGoalsGuests ExceedexpectationswithlessvariabilityOwners SubstantialFinancialBenefitAssociates Toolstocosteffectivelytransferinnovation improvecoreprocesses2003Targets AtleastFullBreakeven 600 000 BB s MBB setc KeyRoleAccountability APDSixSigmaOrganization EVPSixSigma 10BB VPSixSigma MBBIndonesia SixSigmaLeadership 10BB Aus NZ Fiji Malaysia Thailand Philippines China HongKong Macau Japan Korea Guam VERYPRELIMINARY DivisionSixSigmaAnalyst TheabovecouldalsobeconsiderationforthewayAreaCouncilsarestructuredifitfitswithinthestrategicframework organizationofthedivision TrainingProjectList BlackBelt PropertyTrainingCycle 1 2Monthsago LSSOverviewofSixSigmatoolsandSSCprocess Pre work GM BB ExComm SSC3daycourse DMAIC1 Trainingproject DMAIC2 GeneralManager PropertyTraining SSCWorkshopSimulationPDFreview critiqueCouncilMeetingActionPlans 1DayGM ledsession 3DayFacilitatorledTrainingevent BBProject 1 BBProject 2 Today BrainstormingPrioritizationSelectionof3 5projectideasPDFassignment PDF PDF RevisedPDF s PDF PDF SSC4x year 1 2weeks PDF PDF PDF BlackBeltTrainingTrack SixSigmaTrainingInvestment 10 000 DaysofTraining SixSigmaTrainingDeployment iDMAICTrainingisintendedforallonPropertyManagersandwillbedonethrutheDevelopmentCenteronlineinStarwoodOne Detaileddescriptionofthetermsusedcanbefoundhere General6SigmaInformation SixSigmaInformation ETOOLINNOVATIONTRANSFERLESSONSLEARNEDCURRENTGLOBAL DIVISIONAL CORPORATEPROJECTSTHEDMAICPROCESS 1 TheETool DocumentsProjectsTollGates TracksProjectProgressRecordsourFinancialsTransfersBestPracticesKnowledgeWarehouse AccessibleGlobally DMAIC ProcessImprovementMethodology TheStatisticalToolsused TollgateChecklist Define Forourproject 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 EveryStageoftheDMAICProcesswillhaveatollgatechecklistEveryStagewillrequireSixCouncilandMBBreviewandapproval ProjectSearchCriteria ProjectsbyMasterBlackBeltoravarietyofothersearchmethods AProjectsP LSummaryMonthlyView ProjectFinancialBenefitSummary P LSummary Total Property Project 2 InnovationTransfer TheRoleallofourAssociateswillplayinchangingthecultureandexecutingthebenefits Peopletrained processesmapped measured BestPractice innovationstransfer Dashboardsinplace Clearsigmaimprovementagainstcustomer CTQs Dramaticprocessimprovementagainststretchtargetsto CTQs Coreprocessesredesigned SixSigmadeliversmaterialnetincome Thewaywerunthebusiness daytoday Multi YearChangeProgram DeliverCompellingGuestSatisfaction WhatOur Roadmap LooksLike Programlaunched Greattalent BBs MBBs DeliverstotheP L InnovationTransferCreatesStrategicAdvantage 2001 2 ProjectBenefitsProjectsdelivervalueattheproperty fortheproperty Projectsimprovepropertyprocesses 2002 3 InnovationTransferProjectsdelivervalue improveStarwood wideprocessesInnovationsrapidlytransferredtoallapplicableStarwoodproperties SPEED LessInvestment Don treinventthewheel LessRisk Dowhatworkssomewhereelse FasterImplementation fasterbenefitsFasterrecoveryfromerrors experimentation 3Years 6Months InnovationTransfer Asof25June2002 8weekssincelaunch 8weekssincelaunch 195TransferProjectsinProcess iDMAICStatistics Module4Completion 7202 SixSigma WhatitTakes Results Quality ofsolution XAcceptance GreatSolutionsWithoutBuy inGetYouNothing 3 KeyLessonsYear1 SixSigmaasStarwoodValue Staff top talentasBlackBeltsLeveragetheSixSigmanetworkasresource MBBs GlobalteamProjectsthatmakeadifference totheproperty acrossthesystemProjectslinkedtoleader big5 Do QuickHits Import innovationCommitment InvolvementClearprojectsponsorshipwithresponsibilityLeadershiptestedateverylevelCouncilpartofregularmanagementcycle ApplySixSigmaroles ActivelyLeadit Selecttherightprojects DriveChangesThatMakeADifferenceFortheGuest ToTheBusiness 4 Corporate Divisional GlobalProjects BuildingtheSixSigmaCultureinAsiaPacific AllowSixSigmatoweavethefabricofitsowncultureasitrelatestotheAsiaPacificRegion Lessonslearnedwillbeimportant butmoresotoguideusandanticipatepreviousshortcomings 1standforemostaclearunderstandingofeachregionsnuances personalities cultures AwarenessofBrands variedcustomerexpectations Financial Ownershipexpectations understanding involvementandbalance targetprojectsthatmanagetothoseexpectationsTodrivedirectiontowardsmeaningfulprojects basedoneachregionsneedsPassionaboutthisstuff canbringchangetothewaywetreatourcustomersInvolvementEarlySuccesses HiringGreatpeopleHandsoninvolvementShorteningthelearningcurveBuildonourstrengthsandshareoursuccessesasaDivisionMinimizesomeoftheshortcomingsoftheoriginalroll outsBorrowfrombestpracticesinNAD LAD EuropeAbilitytobuildrelationships coalitions andpeopleworkingtogethertoaccomplishthesamegoalWillclearlyrelyonthepeople AMD VP s GMS BB tohelpclarifyandprovidethedirectionaswedevelopourstrategies direction GlobalStatus WeekEndingJune28 SixSigmaBenefitsSnapshot 2002System wideSixSigmaBenefits US mm 2001Year End 2002YTD Actual 2002Full Year Forecast 2002Prior MonthF Y Forecast 2002 Budget 2003 Forecast System wideBenefits Corporate 2 3 1 1 3 7 4 0 7 5 3 4 NAD Owned 19 8 29 1 60 2 59 0 57 7 13 2 Managed 14 2 25 8 56 5 53 7 51 7 16 0 LAD Owned 3 4 3 5 7 2 7 1 7 9 3 3 Managed NA 0 1 0 2 0 1 0 0 0 0 Europe Owned 2 2 6 3 15 6 13 2 14 8 10 1 Managed 2 3 3 8 9 7 9 1 10 6 5 4 St Regis Owned 2 5 1 7 4 3 3 5 4 5 1 6 Managed 0 3 0 5 0 9 0 9 1 5 0 2 SVO NA 0 1 0 2 0 2 1 0 0 1 Total Owned 30 2 41 8 91 2 87 0 93 4 31 7 Managed 16 8 30 2 67 3 63 7 63 8 21 6 STARS 2 3 3 6 8 2 6 9 7 0 5 3 TotalSystem wideBenefits 49 3 75 6 166 7 157 7 164 2 58 6 benefitsfromDMAICProjects 18 20 30 84 DMAICProjectAverageValue AverageDMAICProjectValuebyDivision Notes Projectdataasof6 27 02Assumedthat2001 2002 2003forecast totalprojectvalueforecastUsed2001YEnumbersfromoldexcel CotterReport worksheetOriginalmodelof 200kaverageperDMAICprojectat maturity with learningcurve averageeconomics trainingproject 0 P1 67k P2 133k P3 200k atthispointintime modelaveragebenefitsof 140k D I 2001SixSigmaAwardWinners Whyarethesewinners Impact processAND Wouldn thavedonewithoutSixSigmaCross functionalANDteamtoimplementNeededthetools andusedthemTransferability MajorCorporateProjects CORPHQPROJECTSCOMPLETED2001OutsideLegalCouncil 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 5mm STARSPROJECTSCOMPLETED2001MultipleCCCConversionProjects 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 MajorSTARSProjects GlobalProjectsApproved12 01 Check 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 Aafterthat proposeasuiteofDMAICandQHprojects sponsor NormanMacLeod JamesHyman NADInitiativesandProjects 5 TheDMAICProcess DMAIC Projects ConsistentMethod 1 Whatistheprojectcharter 2 Whatisthe VoiceoftheCustomer Gettherightdata nottheeasy availabledata Whatdoesthedatatellus Whatisthe rootcause Fixtheprocess Improve Redesign Istheimprovementdeliveringresults FivePhasesofSixSigmaProjects DMAIC ProcessImprovementMethodology TollgateChecklist Define Forourproject wehave 1 ConfirmedthatourprojectisaworthwhileimprovementpriorityandissupportedbytheQualityCouncil 2 Beengiven orwritten abriefbusinesscaseexplainingthepotentialimpactofourprojectoncustomers profits anditsrelationshiponbusinessstrate