酒店六西格玛培训讲座

WhySixSigma@Starwood酒店六西格玛培训讲座第1页WeThinkWe’reDifferent!酒店六西格玛培训讲座第2oday,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%酒店六西格玛培训讲座第3页Widevariabilityofperformancetocustomerexpectationsincoreprocessesacrossbusiness:MajoropportunityMajorriskNocommonmethodforsustaining,leveragingandtransferringinnovationacrossStarwood

LackofrobustprocessestosustainaboveaverageEBITDAgrowthrates:

InternalviewthatStarwooddoesn’tsystematicallysupportcollaboration,processimprovement,peopledevelopment,andbestpracticesharing.“CaseforChange”酒店六西格玛培训讲座第4页TheCaseforChange:

GuestSatisfaction-25MillionGuestsGlobalGSIComposite“HighlySatisfied”=3-6xmorestaysvs.“satisfied”OpportunitySatisfiedcustomers=$2bn+RevenueBillionsofrevenuefromincreasedsatisfaction“Dissatisfiedcustomers”tell8-10people...…“internet”allowsdissatisfiedcustomerstobroadcasttothousandsofpeople20,250,000

peopleawareofdissatisfactionBillionsofpotentiallynegativeimpressionsZagatsExpediaTravelocityEThreatSatisfied41%HighlySatisfied50%Dissatis.9%Ifnot“highlysatisfied”,thencustomersdefectforpriceorlocation.12,500,000

“atrisk”customersProvideCustomersCompellingReasonToReturn酒店六西格玛培训讲座第5页WhatIsSixSigma?酒店六西格玛培训讲座第6页Youlistentothecustomer..Yougetthefacts...Youeliminatenon-valueaddedwork...Yougivethecustomerwhatshewants–consistently!SixSigma:What’snottolike?酒店六西格玛培训讲座第7页TheFoundationSixSigmais…VoiceoftheCustomer-Measure:

-Goal: Systemofmanagement:

ToBenefittheBusiness&itsCustomers,AssociatesandOwners

HowwellwearemeetingtheCustomersrequirementsCriticaltoQualityMeasuresDefinethecapabilityofaprocessImprovementthatreachesnear-perfectionAchievelastingbusinessleadershipandtopperformance酒店六西格玛培训讲座第8页Customerisanypersonororganizationthatreceivesaproductorservice(Output)fromourworkactivities(Process)ProcessisSeriesofActivitiesthat:TakeInputs,AddsValue,ProducesOutputSixSigma:ProcessFocused酒店六西格玛培训讲座第9页SixSigmaApproach&ProjectsSixSigmaSequence

GenerateProjectIdeasTransfer“BestPractices”SelectProjectsDoProjectsEveryoneincluding:customers(Internal&External)EvenVendorsSixSigmaCouncilPropertyAreaDivisionalDMAICProjects:BB&TeamQuickHitsProcessownerDesignatebestpractice–SixSigmaCouncil(Division,Global)iDMAIC“Import”projectsProcessowner酒店六西格玛培训讲座第10页SixSigma:WhatItIsNot!

Statistics,statisticsandmorestatistics...

Numbersofprojects...Theonlywaywecanchange&improve...A“magicpotion”tosolveeverything...SomethingDONETOthebusinessbyspecialistsAsubstituteforsoundbusinessstrategy...酒店六西格玛培训讲座第11页SixSigmaRolesWhatisaBlackBelt?WhatisaMasterBlackBelt?Whatisyourrole?酒店六西格玛培训讲座第12页酒店六西格玛培训讲座第13页SixSigmaRoles:BlackBeltsWork

withpropertyleadershiptoidentifyopportunities

MobilizetheteammembersandothersinthepropertyCoach/trainteammembersinSixSigmamethods“just-in-time”Identifyimplementationsuccessbarriers&workwithotherstoovercomeRecommend&PilotwiththeteaminnovativebusinessprocessimprovementsAchieveandcapturemeasurablefinancial&guestloyaltyresults;

complete3to8projectsannually,dependingonsize,complexity&resourcesBBDoestheWork&Drivestheteam!Responsibility:Profile:“A+”talent;yourassociatewhoyoucanleastaffordtolose!Analytical“horsepower”,intellectualcuriosity&problemsolvingskillsLeadership

&influenceskillsFuturebusinessleaders酒店六西格玛培训讲座第14页SixSigmaRoles:MasterBlackBeltSupport,challenge&guide

projectselectionthroughtheSixSigmaCouncil(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-$10MMannually)“PortfolioManager”酒店六西格玛培训讲座第15页Training&Tools—BlackBeltTrainingLeadingTeamsDMAIC1DMAIC2TrainingProjectSoftware&IntranetToolsE:TOOLPowerPointMiniTabExcelVisio&ProjectBlackBeltHiringAssessmentToolsBehavioralInterviewsComputerSkillsassessmentComprehension&NumericalRelationships酒店六西格玛培训讲座第16页OtherImportantSixSigmaRolesProjectSponsorsPeople(manytimesleadership)withintheexistingorganizationmostcloselyassociatedwithaproject.Theyaretypicallytheoneswhowillgainorlosethemostfromtheproject’ssuccessorfailureProcessOwnersPeopleresponsibleforon-goingpost-implementationsupportofprocesschanges/improvementsMustworkcloselywithProjectSponsorand/orBlackBeltthroughoutprojectImprovementTeamMembersParticipateinallstepsofdefiningandimplementingprojectsTheyarethesubjectmatterexperts酒店六西格玛培训讲座第17页SixSigmaAPDRollout酒店六西格玛培训讲座第18页APDTimetableStaffMBBsPreliminarytimetabletoimplement1Q03SepOctNovDecJanFebAprJulAugMarSelectBBsMBB&BB“Wave1”training&trainingprojects$Propertycounciltraining(SSC)3to4PropertiesperFirstBBprojectsstartOwner“roadshows”DesignAPDarchitecture&rolloutGMtraining(LSS)BB“Wave2”training&trainingprojectsFirst“QuickHits”2$12Property“billing”iDMAICNov02BeyondHRASSESSMENTTOOL1$MBB’sStartJan1酒店六西格玛培训讲座第19页APDSixSigmaSummary45+full-timeresources,globally10,000trainingdaysProjects600+DMAIC,Transfer&QHprojectsintoControl

3to5YearGoalsGuests:ExceedexpectationswithlessvariabilityOwners:SubstantialFinancialBenefitAssociates:Toolstocosteffectivelytransferinnovation&improvecoreprocesses

Targets:AtleastFullBreakeven$600,000+BB’s,MBB’setc酒店六西格玛培训讲座第20页“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+/-APDSixSigmaOrganizationEVPSixSigma酒店六西格玛培训讲座第21页10BBMBB#110BBMBB#2

10BBMBB#3VPSixSigma&MBBIndonesiaSixSigmaLeadershipMBB#4

10BBAus./NZ/FijiMalaysia,Thailand,&PhilippinesChina,HongKong&MacauJapan,Korea&GuamVERYPRELIMINARYDivisionSixSigmaAnalystTheabovecouldalsobeconsiderationforthewayAreaCouncilsarestructuredifitfitswithinthestrategicframework&organizationofthedivision酒店六西格玛培训讲座第22页TrainingProjectListBlackBelt&PropertyTrainingCycle1-2MonthsagoLSSOverviewofSixSigmatoolsandSSCprocessPre-work(GM,BB,ExComm)SSC3daycourseDMAIC1TrainingprojectDMAIC2GeneralManager&PropertyTraining

SSCWorkshop

SimulationPDFreview/critiqueCouncilMeetingActionPlans1DayGM-ledsession3DayFacilitatorledTrainingevent$$$$$BBProject#1BBProject#2TodayBrainstormingPrioritizationSelectionof3-5projectideasPDFassignmentPDFPDFRevisedPDF’sPDFPDFSSC4x/year$$$1-2weeksPDFPDFPDFBlackBeltTrainingTrack酒店六西格玛培训讲座第23页SixSigmaTrainingInvestment10,000+DaysofTraining酒店六西格玛培训讲座第24页SixSigmaTrainingDeploymentiDMAICTrainingisintendedforallonPropertyManagersandwillbedonethrutheDevelopmentCenteronlineinStarwoodOneDetaileddescriptionofthetermsusedcanbefoundhere酒店六西格玛培训讲座第25页General6SigmaInformation酒店六西格玛培训讲座第26页SixSigmaInformation

ETOOLINNOVATIONTRANSFERLESSONSLEARNEDCURRENTGLOBAL,DIVISIONAL&CORPORATEPROJECTSTHEDMAICPROCESS酒店六西格玛培训讲座第27页1)TheEToolDocumentsProjectsTollGates&TracksProjectProgressRecordsourFinancialsTransfersBestPracticesKnowledgeWarehouse–AccessibleGlobally酒店六西格玛培训讲座第28页3002001000100806040200BADCEFBAr=.7CauseBEffectr=.5CauseAEffectDefectsSigma246ProcessBaselineDefectsSigma246ProcessEntitlementProcessRedesignSIProcessOCFriendlyResponseSpeedCTQVoiceoftheCustomerProjectCharterReducecycletimeandvariabilityofCheck-In.Choice3

Choice2Choice1SolutionsDecisionMatrixCriteriaImplementationActivitiesDefineMeasureAnalyzeImproveControlDMAICProcessImprovementMethodology酒店六西格玛培训讲座第29页TheStatisticalToolsused酒店六西格玛培训讲座第30页TollgateChecklist–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.YESNOYESNOYESNOYESNOYESNOYESNOYESNOYESNOEveryStageoftheDMAICProcesswillhaveatollgatechecklistEveryStagewillrequireSixCouncilandMBBreviewandapproval酒店六西格玛培训讲座第31页ProjectSearchCriteria酒店六西格玛培训讲座第32页ProjectsbyMasterBlackBeltoravarietyofothersearchmethods酒店六西格玛培训讲座第33页酒店六西格玛培训讲座第34页AProjectsP&LSummaryMonthlyView酒店六西格玛培训讲座第35页ProjectFinancialBenefitSummary酒店六西格玛培训讲座第36页P&LSummary,Total,Property,Project酒店六西格玛培训讲座第37页2)InnovationTransferTheRoleallofourAssociateswillplayinchangingthecultureandexecutingthebenefits酒店六西格玛培训讲座第38页- Peopletrained,processesmapped&measured- “BestPractice”innovationstransfer- Dashboardsinplace- Clearsigmaimprovementagainstcustomer“CTQs”.- Dramaticprocessimprovementagainststretchtargetsto“CTQs”- Coreprocessesredesigned- SixSigmadeliversmaterialnetincome.- Thewaywerunthebusiness,daytoday.Multi-YearChangeProgram:DeliverCompellingGuestSatisfaction2-3s-3-6WhatOur“Roadmap”LooksLike- Programlaunched&rightresourcesallocated- Organizationbelieveswe’reserious-Projectslaunched&improvementtracked;- Greattalent:BBs/MBBs-DeliverstotheP+L3-4s4-5s酒店六西格玛培训讲座第39页酒店六西格玛培训讲座第40页InnovationTransferCreatesStrategicAdvantageTacticalAdvantage-2:ProjectBenefitsProjectsdelivervalueattheproperty,fortheproperty:ProjectsimprovepropertyprocessesStrategicAdvantage-3+:InnovationTransferProjectsdelivervalue&improveStarwood-wideprocessesInnovationsrapidlytransferredtoallapplicableStarwoodproperties:酒店六西格玛培训讲座第41页InnovationTransferSPEEDLessInvestment(Don’treinventthewheel)LessRisk(Dowhatworkssomewhereelse)FasterImplementation–fasterbenefitsFasterrecoveryfromerrors-experimentationROI3Years>6Months酒店六西格玛培训讲座第42页InnovationTransferAsof25June,8weekssincelaunch...8weekssincelaunch195TransferProjectsinProcess酒店六西格玛培训讲座第43页iDMAICStatisticsModule4Completion(7202)酒店六西格玛培训讲座第44页SixSigma:WhatitTakes

Results

=Quality

(ofsolution)XAcceptanceRQAGreatSolutionsWithoutBuy-inGetYouNothing!酒店六西格玛培训讲座第45页3)KeyLessonsYear1SixSigmaasStarwoodValueStaff“top”talentasBlackBeltsLeveragetheSixSigmanetworkasresource–MBBs/GlobalteamProjectsthatmakeadifference–totheproperty...acrossthesystemProjectslinkedtoleader“big5”Do“QuickHits”“Import”innovationCommitment&InvolvementClearprojectsponsorshipwithresponsibilityLeadershiptestedateverylevelCouncilpartofregularmanagementcycleApplySixSigmaroles:ActivelyLeadit!Selecttherightprojects酒店六西格玛培训讲座第46页DriveChanges

ThatMakeADifference

FortheGuest&

ToTheBusiness

4)Corporate,Divisional&GlobalProjects酒店六西格玛培训讲座第47页

BuildingtheSixSigmaCultureinAsiaPacific

AllowSixSigmatoweavethefabricofitsowncultureasitrelatestotheAsiaPacificRegion.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.酒店六西格玛培训讲座第48页GlobalStatusWeekEndingJune28酒店六西格玛培训讲座第49页SixSigmaBenefitsSnapshotSystem-wideSixSigmaBenefits(US$mm)YearEndYTDActualFullYearForecastPriorMonthF/YForecast

Budget

ForecastSystem-wideBenefitsCorporate2.31.13.74.07.53.4NAD-Owned19.829.160.259.057.713.2-Managed14.225.856.553.751.716.0LAD-Owned3.43.57.27.17.93.3-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-Managed16.830.267.363.763.821.6STARS2.33.68.26.97.05.3TotalSystem-wideBenefits49.375.6166.7157.7164.258.6%benefitsfromDMAICProjects:18%20%30%84%酒店六西格玛培训讲座第50页DMAICProjectAverageValueAverageDMAICProjectValuebyDivisionNotes:Projectdataasof6/27/02Assumedthat++forecast=totalprojectvalueforecastUsedYEnumbersfromoldexcel"CotterReport"worksheetOriginalmodelof$200kaverageperDMAICprojectat“maturity”,with“learningcurve”averageeconomics:trainingproject$0,P1$67k,P2$133k.P3$200k–atthispointintime,modelaveragebenefitsof$140k(D-I)Averageprojectvalue$15k+(10%)aheadofmodel酒店六西格玛培训讲座第51页SixSigmaAwardWinners酒店六西格玛培训讲座第52页Whyarethesewinners?Impact–processAND$$$$Wouldn’thavedonewithoutSixSigmaCross-functionalANDteamtoimplementNeededthetools...andusedthemTransferability酒店六西格玛培训讲座第53页MajorCorporateProjectsCORPHQPROJECTSCOMPLETEDOutsideLegalCouncil(11984)–ReducefeespaidtooutsideattorneysformattersthataremanagedbytheCorporateLegalDepartment.benefit:$284k.benefit:$1.05mm(Sponsor:Seigel)AccountsReceivable(10821)–Reduceinterestcostsoffloatingreceivablesformanagedproperties.benefit:$153k.benefit:$342kBenefitTermination(12065QH)–Terminatebenefitsclosertoterminationdate(ratherthanpaybenefitsthroughtheendofthemonth).benefit:$581k;benefit:$480mm(Sponsor:Norton)DevelopmentProcess(12437)–Producednewbusinessplan,dealparameterguidelines,andnewapprovalprocess.Benefitnotquantified.(Sponsor:Goldman)CORPHQPROJECTSIN-PROGRESSWarrantyInsuranceProgram(12036)–Reducerepairandmaintenanceexpense;L/Topportunitytarget20%reductiononabaseof$52mmspentinNADinAirlinetravelServices(11965)–Newtravelguidelinesandtrippre-approvalprocess;PartIIwillexamineAmericanExpresspricingandservice.PartIbenefit:$200k.PartIIbenefit:TBD.HotelAccountingStandardizationandAutomation–Reengineer5coreprocesses—RevenueAudit,Cash,PurchasingandAP,AR,andtheClose.Estimatedbenefit:$3-5mmCorporate:7BBsand2MBBs酒店六西格玛培训讲座第54页STARSPROJECTSCOMPLETEDMultipleCCCConversionProjects(11721,10693,43166,40821,19251)–Aseriesofprojectstoassessrecruiting,training,reporting,andperformanceofCCCassociateswiththegoalofincreasingconversionrates.benefit:$1.3mmSTARSPROJECTSIN-PROGRESSE-MailAddressCollection(40483)–Increasethecaptureratefore-mailaddressesfromproperty-enrolledSPGmembers.benefit:$162kPromotionLoading(14060)–Improvethemethodforprocessingmarketingpromotions.GDSRateModification(42369)–Reduceturn-aroundtimeandimprovetheaccuracyofratesloadedinGDSbyStarlink/GDSdesk.benefit:$280k.OptimizeCallHandlingTime(44847)–MinimizeATTvariancebycalltype.benefit:$384k.MajorSTARSProjectsSTARS:7BBsand1MBB酒店六西格玛培训讲座第55页GlobalProjectsApproved12/01Check-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)酒店六西格玛培训讲座第56页NADInitiativesandProjects酒店六西格玛培训讲座第57页5)TheDMAICProcess酒店六西格玛培训讲座第58页DefineMeasureAnalyzeImproveControl“DMAIC”Projects:ConsistentMethod1.Whatistheprojectcharter?2.Whatisthe“VoiceoftheCustomer”

Gettherightdata......nottheeasy,availabledata.Whatdoesthedatatellus?Whatisthe“rootcause”?Fixtheprocess“Improve”“Redesign”Istheimprovementdeliveringresults?FivePhasesofSixSigmaProjects:酒店六西格玛培训讲座第59页3002001000100806040200BADCEFBAr=.7CauseBEffectr=.5CauseAEffectDefectsSigma246ProcessBaselineDefectsSigma246ProcessEntitlementProcessRedesignSIProcessOCFriendlyResponseSpeedCTQVoiceoftheCustomerProjectCharterReducecycletimeandvariabilityofCheck-In.Choice3

Choice2Choice1SolutionsDecisionMatrixCriteriaImplementationActivitiesDefineMeasureAnalyzeImproveControlDMAICProcessImprovementMethodology酒店六西格玛培训讲座第60页TollgateChecklist–DefineForourproject,wehave:1. ConfirmedthatourprojectisaworthwhileimprovementpriorityandissupportedbytheQualityCouncil.2. Beengiven(orwritten)abriefbusinesscaseexplainingthepotentialimpactofou