酒店六西格玛培训讲座(英文版)(共66页).ppt

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% x 99% x 99% 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 acr

3、oss 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 Change”The Case for Change:Guest Satisfaction - 25 Million GuestsG

4、lobal GSI Composite“Highly Satisfied” = 3 - 6 xmore staysvs. “satisfied”OpportunitySatisfied 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 peop

5、le aware of dissatisfactionBillions of potentially negative impressions Zagats Expedia Travelocity EThreatSatisfied41%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 I

6、s Six Sigma?Six Sigma: Whats not to like? The FoundationSix Sigma is -Voice of the Customer - Measure: - Goal:-System of management:To Benefit the Business & its Customers, Associates and Owners How well we are meeting the Customers requirements Critical to Quality MeasuresDefine the capability

7、of a processImprovement that reaches near-perfectionAchieve lasting business leadership and top performanceCustomer is any person or organizationthat receives a product or service (Output) from our work activities (Process)Process is Series of Activities that: Take Inputs, Adds Value, Produces Outpu

8、tSix Sigma: Process FocusedSix Sigma Approach & Projects Everyone including: customers (Internal & External)Even VendorsSix Sigma CouncilPropertyAreaDivisionalDMAIC Projects: BB & TeamQuick Hits Process ownerDesignate best practice Six Sigma Council (Division, Global)iDMAIC“Import” proje

9、cts Process owner W H O a r e t h e s e in d iv id u a ls w e c a ll M a s t e r B la c k B e lt s & B la c k B e lt s MM a a s s t t e e r r B B l l a a c c k k B B e e l l t t s s : : GG e e n n e e r r a a l l MM a a n n a a g g e e r r o o r r A A r r e e a a MM a a n n a a g g i i n n g g D

10、D i i r r e e c c t t o o r r s s L L o o c c a a t t i i o o n n s s : : B B a a n n g g k k o o k k , , S S y y d d n n e e y y , , S S h h a a n n g g h h a a i i / / B B e e i i j j i i n n g g & S S i i n n g g a a p p o o r r e e 1 . A d iv e r s e b a c k g r o u n d th a t c o m p r is e

11、 s e x p e r ie n c e s in o p e r a tio n s , s a le s & m a r k e tin g , F & B a n d s u p p o r t a r e a s c r it ic a l fo r b e in g a b le to le a d p r o je c t s a n d c o n fir m th e d a ta a n d V O C e le m e n ts 2 . E x tr e m e ly in tu itiv e , y e t a c r itic a l th in k

12、e r 3 . L e a d e r , p a tie n c e , p e r s e v e r a n c e , te a c h e r , c o a c h 4 . R e s o u r c e fu l a n d o r o b ta in in g r e s o u r c e s 5 . A n a b ility to s e e b e y o n d th e n u m b e r s 6 . A n a p titu d e fo r d r a w in g r e la tio n s h ip s w h e n in te r p r e t

13、in g d a ta le a d in g p r o je c ts 7 . S u c c e s s fu l a t w e a v in g th e fib e r in to o f t h is n e w fa b r ic in to o u r H o te ls a n d th e ir te a m s 8 . E x a m p le s o f le a d in g c h a n g e a n d in s tillin g a c u ltu r e B B l l a a c c k k B B e e l l t t s s : : E E x

14、x e e c c u u t t i iv v e e C C o o mm mm i it t t t e e e e L L e e v v e e l l a a n n d d o o r r D D e e p p a a r r t t mm e e n n t t H H e e a a d d s s L L o o c c a a t t i io o n n s s : : D D e e s s i ig g n n a a t t e e d d P P r r o o p p e e r r t t i ie e s s 1 . G o o d s tu d e n

15、 t s 2 . C r itic a l th in k e r s 3 . C u r io u s - - - 5 w h y s 4 . S p u r s c r e a tiv ity - - le a d s a n o r g a n iz a tio n to g e ttin g o u t o f th e b o x 5 . R e s o u r c e fu l 6 . T a k e n o th in g fo r g r a n te d 7 . L e s s o n s le a r n e d fr o m th e p a s t- - - n o t

16、 in f lu e n c e d in to th e fu t u r e 8 . O b je c tiv e a n d o p e n m in d e d 9 . I n te r p r e t in fo r m a tio n a n d d a ta a b ility t o d r a w r e la tio n s h ip s ( fin a n c ia l & n o n - fin a n c ia l) 1 0 . I m p a c t th e fib e r o f t h e o r g a n iz a tio n 1 1 . D r

17、iv e th e c u ltu r e 1 2 . G o o d L is te n e r d o y o u h e a r 1 3 . I n te r p r e t d a ta 1 4 . I n flu e n tia l 1 5 . W o r k s I n d e p e n d e n tly Six Sigma Roles: Black BeltsWork with property leadership to identify opportunities Mobilize the team members and others in the propertyCo

18、ach/train team members in Six Sigma methods “just-in-time”Identify implementation success barriers & work with others to overcomeRecommend & Pilot with the team innovative business process improvementsAchieve and capture measurable financial & guest loyalty results; complete 3 to 8 proje

19、cts annually, depending on size, complexity & resourcesBB Does the Work & Drives the team !“A+” talent; your associate who you can least afford to lose!Analytical “horsepower”, intellectual curiosity & problem solving skillsLeadership & influence skillsFuture business leadersSix Sigm

20、a Roles: Master Black Belt“Portfolio Manager” Power Point Mini Tab Excel Visio & ProjectOther Important Six Sigma RolesSix Sigma APD RolloutAPD TimetablePreliminary timetable to implement 1Q03 SepOctNovDecJanFebAprJulAugMarMBB & BB “Wave 1” training & training projects$Property council t

21、raining (SSC) 3 to 4 Properties perFirst BB projects startOwner “road shows”Design APD architecture & rolloutGM training (LSS)BB “Wave 2” training & training projectsFirst “Quick Hits”2$12Property “billing” iDMAICNov 02BeyondHR ASSESSMENT TOOL1$MBBs Start Jan 1APD Six Sigma Summary45+ full-t

22、ime resources, globally10,000 training daysProjects600 + DMAIC, Transfer & QH projects into Control3 to 5 Year Goals Guests : Exceed expectations with less variability Owners : Substantial Financial Benefit Associates : Tools to cost effectively transfer innovation & improve core processes20

23、03 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 portfolio, and coach BBs

24、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 AccountabilityFTE = 45 +/-A

25、PD Six Sigma OrganizationEVP Six SigmaExec CteeBlack BeltGeneralManagersMasterBlack BeltsAMDDivision SixSigma LeaderDivisionPresident10 BBMBB #110 BBMBB #2 10 BBMBB #3VP Six Sigma & MBB IndonesiaSix Sigma LeadershipMBB #4 10 BBAus./ NZ / FijiMalaysia, Thailand, & PhilippinesChina, Hong Kong

26、& MacauJapan, Korea & GuamVERY PRELIMINARYDivision Six Sigma AnalystTrainingProject List1-2 Months agoLSSOverview of Six Sigma tools and SSC processPre-work(GM, BB, ExComm)SSC3 day courseDMAIC 1Training projectDMAIC 2General Manager & Property Training SSC Workshop Simulation PDF review

27、/ critique Council Meeting Action Plans1 Day GM-led session3 Day Facilitator led Training event$BB Project #1BB Project #2Today Brainstorming Prioritization Selection of 3-5 project ideas PDF assignmentPDFPDFRevised PDFsPDFPDFSSC4x / year$1-2 weeksPDFPDFPDFBlack Belt Training TrackSix Sigma Training

28、 InvestmentTraining Days54510 to 151 to 25 1/5FULL-TIME SIX SIGMABlack Belts (Green Belts)26XXXXXXMaster BlackBelts30XXXXXVP Six Sigma & Global25XXXXCORP & DIVISION LEADERSHIPSOC through Director5XAddl Proj Team Members2XXPROPERTIESGM10XXXXExec Comm 5XXAddl Proj. Team Members1XAssociates1+XX

29、Innovation Transfer iDMAIC (web)Associate Intro.Second Year TrainingLeading Six SigmaLeading TeamsCouncil TrainingDMAIC: D1, D2, D310,000+ Days of TrainingiDMAIC Training is intended for all on Property Managers and will be done thru the Development Center on line in Starwood OneDetailed description

30、 of 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 PROCESS01 02 03 04 05 06 07 00 . 0 00 . 0 10 . 0 2Ob s e r v a t i o n Nu mb e rIndividual ValueI Ch a r t f o

31、 r T o t a l Cy11X = 0 . 0 0 2 0 5 73 . 0 S L = 0 . 0 0 6 9 3 2L B = 0 . 0 0 00 . 0 00 . 0 10 . 0 201 02 03 04 0T o t a l CyFrequencyHi s t o g r a m o f To t a l Cy , wi t h No r ma l Cu r v e7 06 05 04 03 02 01 000 .0 0 7 50 .0 0 5 00 .0 0 2 50 .0 0 0 0O b s e rv a tio n N u m b e rIndividual Valu

32、eI C h a rt fo r T o ta l C y1X = 0 .0 0 1 4 0 53 .0 S L = 0 .0 0 3 8 8 2-3 .0 S L = -1 .1 E -0 33 0 02 0 01 0 001 0 08 06 04 02 00B A D C E FBAr=.7Cause BEffectr=.5Cause AEffectDefectsSigma2 4 6Process BaselineDefectsSigma2 4 6Process EntitlementA g e n t We l c o me s G u e s tP a y A c c e p t e

33、dA g t . R Q S T S F o r m o f P a yA g t S h o w s K e y P a c k e t t o G u e s tA g t . C o n f i r ms R a t e / S i g n .C u s t o me r G o e s t o R o o mC u s t o me r L e a v e sC u s t o me r Wa l k s t o D e s kA g e n t A g t . c o n f i r ms I n f o o n R e s e r v a t i o nB e l l S t a

34、t i o n A s s i s tS e a r c h e s f o r R o o mG u e s t N e e d s L u g g a g e A s s i t sA g e n t F i n d s R e s e r v a t i o nA g e n t C r e a t e s R e s e r v a t i o nC u s t o me r G o e s t o R o o mC u s t o me r L e a v e sC u s to m e r G o e s t o R o o mC u s to m e r G o e s to R

35、 o o mC u s to m e r W a lk s InProcess RedesignS I Process O C FriendlyResponseSpeedCTQVoice of the CustomerProject CharterReduce cycle time and variability of Check-In.Choice 3 Choice 2Choice 1SolutionsDecision Matrix CriteriaImplementationActivitiesDefineMeasureAnalyzeImproveControlDMAICProcess I

36、mprovement Methodology The Statistical Tools used Tools in D1 and D2XStrength of applicabilityDescribe ProcessIdentify Sources of VariationExpand ListReduce ListPredict OutcomesControl ProcessMeasureAnalyzeImproveControlManufacturingTransactionalDesignAffinity DiagramsXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX

37、XXXXXXXBrainstormingXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXCause & Effect MatricesXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXCheck SheetsXXXXXXXXXXXXXXXXXXXXXXXXXConditional Probability AnalysesXXXXXXXXXXXXXXXXXXXXXXXXXXXXControl Charts (Run Charts)Continuous Data: Xbar-R; I-MRAttribute Data: p,

38、np, c, uOther: EWMA, CUSUM, etc.Descriptive StatisticsBox PlotsDot PlotsHistogramsProbability PlotsExperimentationMulti-Vari (Nested, Crossed)Design of Experiments (Factorial, Taguchi, etc.)Failure Modes & Effects Analysis (FMEA)XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXFish-Bone (Cause &am

39、p; Effect) DiagramXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXFlow Charts / S.I.P.O.C.XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXForce Field AnalysisXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXHypothesis TestingConfidence IntervalsMeans: t-Test, ANOVA (ANOM),Tukey, etc.Variances: F Test, Bartlett, LeveneInterrelatio

40、nship DiagraphsXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXMeasurement System AnalysisXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXMulti-VotingXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXPareto ChartsXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXScatter Diagrams / Linear RegressionXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX

41、XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXProblem-SolvingToolXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXPurposeUsageXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXTollgate Checklist DefineFor our project, we have :1. Confirmed that our project is a w

42、orthwhile improvement 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 t

43、he problem as 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 ke

44、y elements of an 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 c

45、ustomer and key requirements 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.YES NOYES NOYES NOYES NOYES NOYES NOYES NOYES NOProject Search CriteriaProjects b

46、y Master Black Belt or a variety of other search methodsA Projects P&L Summary Monthly ViewProject Financial Benefit SummaryP&L Summary, Total, Property, Project- People trained, processes mapped & measured- “Best Practice” innovations transfer- Dashboards in place- Clear sigma improveme

47、nt against customer “CTQs”.- Dramatic process improvement against stretch targets to “CTQs” - Core processes redesigned- Six Sigma delivers material net income. - The way we run the business, day to day.Multi-Year Change Program:Deliver Compelling Guest Satisfaction2-3 20012002-32004-6What Our “Road

48、map” Looks Like- Program launched & right resources allocated- Organization believes were serious - Projects launched & improvement tracked;- Great talent: BBs/MBBs- Delivers to the P+L3-4 4-5 Innovation Transfer Creates Strategic AdvantageTactical Advantage2001-2: Project BenefitsProjects d

49、eliver value at the property, for the property:Projects improve property processesStrategic Advantage2002-3+ : Innovation TransferProjects deliver value & improve Starwood-wide processesInnovations rapidly transferred to all applicable Starwood properties:Innovation TransferSPEEDLess Investment

50、(Dont reinvent the wheel)Less Risk (Do what works somewhere else)Faster Implementation faster benefitsFaster recovery from errors - experimentationR O I3 Years 6 MonthsSix Sigma iDMAIC CourseCompletedStartedTotal1: Your Field Guide6,257 837 7,094 2: Introduction to Innovation Transfer5,294 310 5,604

51、 3: Getting Started with Innovation4,561 286 4,847 4: iDMAIC3,544 456 4,000 Total Modules19,656 1,889 21,545 Innovation TransferAs of 25 June 2002, 8 weeks since launch . . .8 weeks since launch195 Transfer Projects in ProcessiDMAIC StatisticsNADEAMELADCorp FranchAPDSVO STARSTotalAdministrative Assi

52、stant2 3 1 6 Administrator1 1 Analyst2 1 1 4 Area Director33 9 9 51 Area Manager9 8 6 23 Area Managing Director4 1 2 7 Assistant Director36 5 2 43 Assistant Manager192 32 21 245 Associate72 32 45 149 Black Belt149 29 11 4 2 1 196 Chief Engineer75 11 9 95 Consultant1 1 Controller125 15 17 2 159 Coord

53、inator1 2 3 Director844 53 35 1 1 934 Executive Assistant1 1 Executive Chef115 13 11 139 Executive Vice President2 1 3 General Manager131 27 15 1 174 Hotel Manager31 12 6 49 Manager1,715 168 168 1 4 2,056 Master Black Belt13 3 2 18 President1 1 Senior Vice President12 2 1 15 Supervisor109 21 39 169

54、Vice President23 1 3 5 1 33 Total3,693 451 403 14 7 3 2 2 4,575 Module 4 Completion (7 2 02)Six Sigma: What it Takes Results = Quality (of solution) X AcceptanceRQAGreat Solutions Without Buy-in Get You Nothing!Six Sigma as Starwood Value Staff “top” talent as Black Belts Leverage the Six Sigma netw

55、ork as resource MBBs / Global team Projects that make a difference to the property . . . across the system Projects linked to leader “big 5” Do “Quick Hits” “Import” innovation Commitment & Involvement Clear project sponsorship with responsibility Leadership tested at every level Council part of

56、 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, Divisional & Global ProjectsBuilding the Six Sigma Culture in Asia PacificAllow Six Sigma to weave the fabric of its own

57、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 of each regions nuances, personalities, cultures, Awareness of Brands & varied customer expectations,Financial &am

58、p; Ownership expectations understanding, involvement and balance -target projects that manage to those expectationsTo drive direction towards meaningful projects -based on each regions needsPassion about this stuff-can bring change to the way we treat our customers InvolvementEarly Successes Hiring

59、Great people Hands on involvement Shortening the learning curve Build on our strengths and share our successes as a Division Minimize some of the shortcomings of the original roll-outs Borrow from best practices in NAD, LAD & Europe Ability to build relationships, coalitions, and people working

60、together to accomplish the same goal Will 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 28Big 5Activity/DeliverableStatusCommentsAchieve Financial Targets1. Benefits target of US$90mm for Starwood P & L and US$60 for managed properties. Achieve expense budget (Starwood P & L) of $16mm.YJan - May Actuals: $41.8M (owned) and 3.6M STARS. Although total number exceeds budget, concer