Why Six Sigma @ Starwood.ppt

1、Why Six Sigma Starwood,We Think Were Different !,Today, if 2.5 (84% yield) then 10 dissatisfied customers every day, every property!,Why Six Sigma,Complex, multi-step process,Starwood = 25 Million Guests Annually,90%,Wide variability of performance to customer expectations in core processes across b

2、usiness: Major opportunity Major risk No common method for sustaining, leveraging and transferring innovation across Starwood Lack of robust processes to sustain above average EBITDA growth rates: Internal view that Starwood doesnt systematically support collaboration, process improvement, people de

3、velopment, and best practice sharing.,“Case for Change”,The Case for Change:Guest Satisfaction - 25 Million Guests,Global GSI Composite,“Highly Satisfied” = 3 - 6 x more stays vs. “satisfied”,Opportunity,Satisfied customers = $2bn+ Revenue,Billions of revenue from increased satisfaction,“Dissatisfie

4、d customers” tell 8 - 10 people., “internet” allows dissatisfied customers to broadcast to thousands of people,20,250,000 people aware of dissatisfaction,Billions of potentially negative impressions Zagats Expedia Travelocity E,Threat,If not “highly satisfied”, then customers defect for price or loc

5、ation.,12,500,000 “at risk” customers,Provide Customers Compelling Reason To Return,What Is Six 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 Foundation,Six S

6、igma is Voice of the Customer - Measure: - Goal: System of management:,To Benefit the Business your associate who you can least afford to lose! Analytical “horsepower”, intellectual curiosity 2002 benefit : $480mm (Sponsor: Norton) Development Process (12437) Produced new business plan, deal paramet

7、er guidelines, and new approval process. Benefit not quantified. (Sponsor: Goldman) CORP HQ PROJECTS IN-PROGRESS 2002 Warranty 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)

8、 New travel guidelines and trip pre-approval process; Part II will examine American Express pricing 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. Est

9、imated benefit: $3-5mm,STARS PROJECTS COMPLETED 2001 Multiple CCC Conversion 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: $1.3mm STARS PROJECT

10、S IN-PROGRESS 2002 E-Mail Address Collection (40483) Increase the capture rate for e-mail addresses from property-enrolled SPG members. 2002 benefit: $162k Promotion Loading (14060) Improve the method for processing marketing promotions. GDS Rate Modification (42369) Reduce turn-around time and impr

11、ove the accuracy of rates loaded in GDS by Starlink/GDS desk. 2002 benefit: $280k. Optimize Call Handling Time (44847) Minimize ATT variance by call type. 2002 benefit: $384k.,Major STARS Projects,Global Projects Approved 12/01,Check-in (26373) Two goals: (1) A vision for a winning check-in process

12、that delivers competitive advantage; and (2) identify and implement incremental 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

13、: Paul Scott and Tony Rodolakis). Overtime Not a DMAIC project; rather, 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

14、links budgeting, annual / initiative planning, and strategic planning (sponsor: Dene Rogers) A after that, propose a suite of DMAIC and QH projects (sponsor: Norman MacLeod & James Hyman),NAD Initiatives and Projects,5) The DMAIC Process,“ D M A I C ”,Projects: Consistent Method,1. What is the proje

15、ct charter? 2. What is the “Voice of the Customer”,Get the right data . . . . . . not the easy, available data.,What does the data tell us? What is the “root cause”?,Fix the process “Improve” “Redesign”,Is the improvement delivering results?,Five Phases of Six Sigma Projects:,DMAIC,Process Improveme

16、nt Methodology,Tollgate Checklist Define,For our project, we have :,1. Confirmed that our project is a worthwhile 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 i

17、ts relationship on business strategies. 3. Composed and agreed to a two to three sentence description of the 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 measurab

18、le target (or placeholder to add one). No solutions are proposed in the Goal Statement 5. Prepared other key 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

19、 your Charter with your sponsor for this project and confirmed his/her support. 7.Identified the primary customer 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.,Every Stage of the DMAIC Process will have a tollgate checklist Every Stage will require Six Council and MBB review and approval,Measure,I,P,O,Input,Output,Develop Measures,Process,Based on CTQs and process,Stratification,Who? What? When? Where?,Checksheets,Sampli