酒店业的六西格玛资料PPT学习教案

1、会计学1 酒店业的六西格玛资料酒店业的六西格玛资料 第1页/共66页 1 324657 8910 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 If 99%, then 90% yield 9 dissatisfied per property every day If 99.9997% then, 99.997%

2、yield 10 dissatisfied per property every year 99% x99% x99% x99% x99% x99% x99% x 99% x 99% x99% =90% 第2页/共66页 Wide variability of performance to customer expectations in core processes across business: Major opportunity Major risk No common method for sustaining, leveraging and transferring innovat

3、ion across 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” 第3页/共66页 Global GSI Composite “Highly Satisfied” =

4、 3 - 6 x more stays vs. “satisfied” Opportunity Satisfied customers = $2bn+ Revenue Billions of revenue from increased satisfaction “Dissatisfied customers” tell 8 - 10 people. “internet” allows dissatisfied customers to broadcast to thousands of people 20,250,000 people aware of dissatisfaction Bil

5、lions of potentially negative impressions Zagats Expedia Travelocity E Threat Satisfied 41% Highly Satisfied 50% Dissatis. 9% If not “highly satisfied”, then customers defect for price or location. 12,500,000 “at risk” customers Provide Customers Compelling Reason To Return 第4页/共66页 第5页/共66页 第6页/共66

6、页 Six Sigma is -Voice of the Customer - Measure: - Goal: -System of management: To Benefit the Business your associate who you can least afford to lose! 2.Analytical “horsepower”, intellectual curiosity I-MR Attribute Data: p, np, c, u Other: EWMA, CUSUM, etc. Descriptive Statistics Box Plots Dot Pl

7、ots Histograms Probability Plots Experimentation Multi-Vari (Nested, Crossed) Design of Experiments (Factorial, Taguchi, etc.) Failure Modes - Great talent: BBs/MBBs - Delivers to the P+L 3- 4 4- 5 第38页/共66页 第39页/共66页 Innovation Transfer Creates Strategic Advantage Tactical Advantage 2001-2: Project

8、 Benefits Projects deliver value at the property, for the property: Projects improve property processes Strategic Advantage 2002-3+ : Innovation Transfer Projects deliver value G Innovation Transfer pilot projects forecasted to deliver approx. $1.0M in project benefit in 2002. First phase of develop

9、ment complete for Best Practices section of e-tool, and we are now able to create particularly design projects. Emphasize area councils role to pull property BBs to bigger area projects (start 1Q02) Y Four global projects are underway. Quick Hit Guidelines complete SVO: Rollout 1Q02 Y AME - LSS comp

10、lete for GMs. Second wave of AME BBs almost complete; An additional 12-14 BBs need to be scheduled in Q3 for training. 50% of SSC complete. SVO - Training complete complete recruitment at SVO maintain attrition of A Communications: Q2 global call scheduled in April 30. 2. Continue MBB 2002 benefit :

11、 $480mm (Sponsor: Norton) Development Process (12437) Produced new business plan, deal parameter 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 opportunit

12、y target 20% reduction on a base of $52mm spent in NAD in 2001 Airline travel Services (11965) 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 Automa

13、tion Reengineer 5 core processes Revenue Audit, Cash, Purchasing and AP, AR, and the Close. Estimated benefit: $3- 5mm Corporate: 7 BBs and 2 MBBs 第53页/共66页 STARS PROJECTS COMPLETED 2001 Multiple CCC Conversion Projects (11721, 10693, 43166, 40821, 19251) A series of projects to assess recruiting, t

14、raining, reporting, and performance of CCC associates with the goal of increasing conversion rates. 2002 benefit: $1.3mm STARS PROJECTS 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

15、Loading (14060) Improve the method for processing marketing promotions. GDS Rate Modification (42369) Reduce turn-around time and improve 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 benefi

16、t: $384k. STARS: 7 BBs and 1 MBB 第54页/共66页 Check-in (26373) Two goals: (1) A vision for a winning check-in process that delivers competitive advantage; and (2) identify and implement incremental improvements to the current process (sponsors: Ted Darnall and Steve Hankin) Guest Incidents Design proce

17、dures for handling the subset of guest complaints that could potentially expose Starwood to legal expense. (sponsor: 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 i

18、nnovation transfer program (sponsor: Jose Ponte). Business Planning Process (35240) Design a planning process that 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 Hyma

19、n) 第55页/共66页 第56页/共66页 第57页/共66页 DefineMeasureAnalyzeImproveControl “ D M A I C ” 1. What is the project 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” “Redes

20、ign” Is the improvement delivering results? Five Phases of Six Sigma Projects: 第58页/共66页 01 02 03 04 05 06 07 0 0 . 0 0 0 . 0 1 0 . 0 2 Ob s e r v a t i o n Nu mb e r Individual Value I Ch a r t f o r T o t a l Cy 1 1 X = 0 . 0 0 2 0 5 7 3 . 0 S L = 0 . 0 0 6 9 3 2 L B = 0 . 0 0 0 0 . 0 00 . 0 10 .

21、0 2 0 1 0 2 0 3 0 4 0 T o t a l Cy Frequency Hi s t o g r a m o f T o t a l Cy , wi t h No r ma l Cu r v e 7 06 05 04 03 02 01 00 0 .0 0 7 5 0 .0 0 5 0 0 .0 0 2 5 0 .0 0 0 0 O b s e rv a tio n N u m b e r Individual Value I C h a rt fo r T o ta l C y 1 X = 0 .0 0 1 4 0 5 3 .0 S L = 0 .0 0 3 8 8 2 -3

22、 .0 S L = -1 .1 E -0 3 3 0 0 2 0 0 1 0 0 0 1 0 0 8 0 6 0 4 0 2 0 0 B A D C E F B A r=.7 Cause B Effect r=.5 Cause A Effect Defects Sigma 2 4 6 Process Baseline Defects Sigma 2 4 6 Process Entitlement A g e n t We l c o me s G u e s t P a y A c c e p t e d A g t . R Q S T S F o r m o f P a y A g t S

23、h o w s K e y P a c k e t t o G u e s t A 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 m C u s t o me r L e a v e s C u s t o me r Wa l k s t o D e s k A 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 n B e l l S t a t i o n A s s i s t S e a r c h e s f

24、o r R o o m G u e s t N e e d s L u g g a g e A s s i t s A g e n t F i n d s R e s e r v a t i o n A g e n t C r e a t e s R e s e r v a t i o n C u s t o me r G o e s t o R o o m C u s t o me r L e a v e s C u s to m e r G o e s to R o o m C u s to m e r G o e s to R o o m C u s to m e r W a lk s

25、In Process Redesign S I Process O C Friendly Respon se Speed CTQ Voice of the Customer Project Charter Reduce cycle time and variability of Check-In.Choice 3 Choice 2 Choice 1 Solution s Decision Matrix Criteria Implementation Activities DefineMeasureAnalyzeImproveControl DMAIC 第59页/共66页 For our pro

26、ject, 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 its relationship on business strategies. 3. Composed

27、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 measurable target (or placeholder to add one). No solutions

28、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 your Charter with your sponsor for this project and

29、 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. YES NO YES NO YES NO YES NO YES NO YES NO YES NO YES NO Every Stage of the DMAIC Process will have a tollgate checklist Every Stage will require Six Council and MBB review and approval 第60页/共66页 IPO Inp ut Outp ut