酒店业的六西格玛资料二

WhySixSigma@StarwoodWeThinkWe’reDifferentoday,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%Widevariabilityofperformancetocustomerexpectationsincoreprocessesacrossbusiness:MajoropportunityMajorriskNocommonmethodforsustaining,leveragingandtransferringinnovationacrossStarwood

LackofrobustprocessestosustainaboveaverageEBITDAgrowthrates:

InternalviewthatStarwooddoesn’tsystematicallysupportcollaboration,processimprovement,peopledevelopment,andbestpracticesharing.“CaseforChange”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”customersProvideCustomersCompellingReasonToReturnWhatIsSixSigma?Youlistentothecustomer..Yougetthefacts...Youeliminatenon-valueaddedwork...Yougivethecustomerwhatshewants–consistently!SixSigma:What’snottolike?TheFoundationSixSigmais…VoiceoftheCustomer-Measure:

-Goal: Systemofmanagement:

ToBenefittheBusiness&itsCustomers,AssociatesandOwners

HowwellwearemeetingtheCustomersrequirementsCriticaltoQualityMeasuresDefinethecapabilityofaprocessImprovementthatreachesnear-perfectionAchievelastingbusinessleadershipandtopperformanceCustomerisanypersonororganizationthatreceivesaproductorservice(Output)fromourworkactivities(Process)ProcessisSeriesofActivitiesthat:TakeInputs,AddsValue,ProducesOutputSixSigma:ProcessFocusedSixSigmaApproach&ProjectsSixSigmaSequence

GenerateProjectIdeasTransfer“BestPractices”SelectProjectsDoProjectsEveryoneincluding:customers(Internal&External)EvenVendorsSixSigmaCouncilPropertyAreaDivisionalDMAICProjects:BB&TeamQuickHitsProcessownerDesignatebestpractice–SixSigmaCouncil(Division,Global)iDMAIC“Import”projectsProcessownerSixSigma:WhatItIsNot!Statistics,statisticsandmorestatistics...Numbersofprojects...Theonlywaywecanchange&improve...A“magicpotion”tosolveeverything...SomethingDONETOthebusinessbyspecialistsAsubstituteforsoundbusinessstrategy...SixSigmaRolesWhatisaBlackBelt?WhatisaMasterBlackBelt?Whatisyourrole?SixSigmaRoles:BlackBeltsWorkwithpropertyleadershiptoidentifyopportunitiesMobilizetheteammembersandothersinthepropertyCoach/trainteammembersinSixSigmamethods“just-in-time”Identifyimplementationsuccessbarriers&workwithotherstoovercomeRecommend&PilotwiththeteaminnovativebusinessprocessimprovementsAchieveandcapturemeasurablefinancial&guestloyaltyresults;complete3to8projectsannually,dependingonsize,complexity&resourcesBBDoestheWork&Drivestheteam!Responsibility:Profile:“A+””talent;yourassociatewhoyoucanleastaffordtolose!Analytical““horsepower”,intellectualcuriosity&problemsolvingskillsLeadership&influenceskillsFuturebusinessleadersSixSigmaRoles:MasterBlackBeltSupport,challenge&guideprojectselectionthroughtheSixSigmaCouncil(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-$10MMannually)“PortfolioManager””Training&Tools—BlackBeltTrainingLeadingTeamsDMAIC1DMAIC2TrainingProjectSoftware&IntranetToolsE:TOOLPowerPointMiniTabExcelVisio&ProjectBlackBeltHiringAssessmentToolsBehavioralInterviewsComputerSkillsassessmentComprehension&NumericalRelationshipsOtherImportantSixSigmaRolesProjectSponsorsPeople(manytimesleadership)withintheexistingorganizationmostcloselyassociatedwithaproject.Theyaretypicallytheoneswhowillgainorlosethemostfromtheproject’’ssuccessorfailureProcessOwnersPeopleresponsibleforon-goingpost-implementationsupportofprocesschanges/improvementsMustworkcloselywithProjectSponsorand/orBlackBeltthroughoutprojectImprovementTeamMembersParticipateinallstepsofdefiningandimplementingprojectsTheyarethesubjectmatterexpertsSixSigmaAPDRolloutAPDTimetableStaffMBBsPreliminarytimetabletoimplement1Q03SepOctNovDecJanFebAprJulAugMarSelectBBsMBB&BB““Wave1”training&trainingprojects$Propertycounciltraining(SSC)3to4PropertiesperFirstBBprojectsstartOwner““roadshows”DesignAPDarchitecture&rolloutGMtraining(LSS)BB““Wave2”training&trainingprojectsFirst““QuickHits”2$12Property““billing”iDMAICNov02BeyondHRASSESSMENTTOOL1$MBB’’sStartJan1APDSixSigmaSummary45+full-timeresources,globally10,000trainingdaysProjects600+DMAIC,Transfer&QHprojectsintoControl3to5YearGoalsGuests:ExceedexpectationswithlessvariabilityOwners:SubstantialFinancialBenefitAssociates:Toolstocosteffectivelytransferinnovation&improvecoreprocesses2003Targets:AtleastFullBreakeven$600,000+BB’’s,MBB’setc“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+/-APDSixSigmaOrganizationEVPSixSigma10BBMBB#110BBMBB#2

10BBMBB#3VPSixSigma&MBBIndonesiaSixSigmaLeadershipMBB#410BBAus./NZ/FijiMalaysia,Thailand,&PhilippinesChina,HongKong&MacauJapan,Korea&GuamVERYPRELIMINARYDivisionSixSigmaAnalystTheabovecouldalsobeconsiderationforthewayAreaCouncilsarestructuredifitfitswithinthestrategicframework&organizationofthedivisionTrainingProjectListBlackBelt&PropertyTrainingCycle1-2MonthsagoLSSOverviewofSixSigmatoolsandSSCprocessPre-work(GM,BB,ExComm)SSC3daycourseDMAIC1TrainingprojectDMAIC2GeneralManager&PropertyTrainingSSCWorkshopSimulationPDFreview/critiqueCouncilMeetingActionPlans1DayGM-ledsession3DayFacilitatorledTrainingevent$$$$$BBProject#1BBProject#2TodayBrainstormingPrioritizationSelectionof3-5projectideasPDFassignmentPDFPDFRevisedPDF’sPDFPDFSSC4x/year$$$1-2weeksPDFPDFPDFBlackBeltTrainingTrackSixSigmaTrainingInvestment10,000+DaysofTrainingSixSigmaTrainingDeploymentiDMAICTrainingisintendedforallonPropertyManagersandwillbedonethrutheDevelopmentCenteronlineinStarwoodOneDetaileddescriptionofthetermsusedcanbefoundhereGeneral6SigmaInformationSixSigmaInformationETOOLINNOVATIONTRANSFERLESSONSLEARNEDCURRENTGLOBAL,DIVISIONAL&CORPORATEPROJECTSTHEDMAICPROCESS1)TheEToolDocumentsProjectsTollGates&TracksProjectProgressRecordsourFinancialsTransfersBestPracticesKnowledgeWarehouse––AccessibleGlobally3002001000100806040200BADCEFBAr=.7CauseBEffectr=.5CauseAEffectDefectsSigma246ProcessBaselineDefectsSigma246ProcessEntitlementProcessRedesignSIProcessOCFriendlyResponseSpeedCTQVoiceoftheCustomerProjectCharterReducecycletimeandvariabilityofCheck-In.Choice3

Choice2Choice1SolutionsDecisionMatrixCriteriaImplementationActivitiesDefineMeasureAnalyzeImproveControlDMAICProcessImprovementMethodologyTheStatisticalToolsusedTollgateChecklist––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.YESNOYESNOYESNOYESNOYESNOYESNOYESNOYESNOEveryStageoftheDMAICProcesswillhaveatollgatechecklistEveryStagewillrequireSixCouncilandMBBreviewandapprovalProjectSearchCriteriaProjectsbyMasterBlackBeltoravarietyofothersearchmethodsAProjectsP&LSummaryMonthlyViewProjectFinancialBenefitSummaryP&LSummary,Total,Property,Project2)InnovationTransferTheRoleallofourAssociateswillplayinchangingthecultureandexecutingthebenefits-Peopletrained,processesmapped&measured-“BestPractice”innovationstransfer-Dashboardsinplace- Clearsigmaimprovementagainstcustomer““CTQs”.-Dramaticprocessimprovementagainststretchtargetsto“CTQs””-Coreprocessesredesigned-SixSigmadeliversmaterialnetincome.-Thewaywerunthebusiness,daytoday.Multi-YearChangeProgram:DeliverCompellingGuestSatisfaction2-3s20012002-32004-6WhatOur““Roadmap”LooksLike-Programlaunched&rightresourcesallocated-Organizationbelieveswe’’reserious-Projectslaunched&improvementtracked;-Greattalent:BBs/MBBs-DeliverstotheP+L3-4s4-5sInnovationTransferprovidesusthevehicletogetallManagementTeamstrainedontheimportationofBestPracticeProjectsInnovationTransferCreatesStrategicAdvantageTacticalAdvantage2001-2:ProjectBenefitsProjectsdelivervalueattheproperty,fortheproperty:ProjectsimprovepropertyprocessesStrategicAdvantage2002-3+:InnovationTransferProjectsdelivervalue&improveStarwood-wideprocessesInnovationsrapidlytransferredtoallapplicableStarwoodproperties:InnovationTransferSPEEDLessInvestment(Don’’treinventthewheel)LessRisk(Dowhatworkssomewhereelse)FasterImplementation–fasterbenefitsFasterrecoveryfromerrors-experimentationROI3Years>6MonthsInnovationTransferAsof25June2002,8weekssincelaunch...8weekssincelaunch195TransferProjectsinProcessiDMAICStatisticsModule4Completion(7202)SixSigma:WhatitTakesResults=Quality(ofsolution)XAcceptanceRQAGreatSolutionsWithoutBuy-inGetYouNothing!3)KeyLessonsYear1SixSigmaasStarwoodValueStaff““top””talentasBlackBeltsLeveragetheSixSigmanetworkasresource––MBBs/GlobalteamProjectsthatmakeadifference––totheproperty...acrossthesystemProjectslinkedtoleader““big5””Do““QuickHits””“Import””innovationCommitment&InvolvementClearprojectsponsorshipwithresponsibilityLeadershiptestedateverylevelCouncilpartofregularmanagementcycleApplySixSigmaroles:ActivelyLeadit!SelecttherightprojectsDriveChangesThatMakeADifferenceFortheGuest&ToTheBusiness4)Corporate,Divisional&GlobalProjectsBuildingtheSixSigmaCultureinAsiaPacificAllowSixSigmatoweavethefabricofitsowncultureasitrelatestotheAsiaPacificRegion.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.GlobalStatusWeekEndingJune28SixSigmaBenefitsSnapshot2002System-wideSixSigmaBenefits(US$mm)2001YearEnd2002YTDActual2002FullYearForecast2002PriorMonthF/YForecast2002Budget2003ForecastSystem-wideBenefitsCorporate4.07.53.4NAD-Owned19.829.160.259.057.713.2-Managed14.225.856.553.751.716.0LAD-Owned-ManagedNA0.00.0Europe-Owned2.26.315.613.214.810.1-ManagedSt.Regis-Owned-ManagedSVONA1.00.1Total-Owned30.241.891.287.093.431.7-Managed16.830.267.363.763.821.6STARS6.97.05.3TotalSystem-wideBenefits49.375.6166.7157.7164.258.6%benefitsfromDMAICProjects:18%20%30%84%DMAICProjectAverageValueAverageDMAICProjectValuebyDivisionNotes: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)Averageprojectvalue$15k+(10%)aheadofmodel2001SixSigmaAwardWinnersWhyarethesewinners?Impact––processAND$$$$Wouldn’’thavedonewithoutSixSigmaCross-functionalANDteamtoimplementNeededthetools...andusedthemTransferabilityMajorCorporateProjectsCORPHQPROJECTSCOMPLETED2001OutsideLegalCouncil(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:$3-5mmCorporate:7BBsand2MBBsSTARSPROJECTSCOMPLETED2001MultipleCCCConversionProjects(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.MajorSTARSProjectsSTARS:7BBsand1MBBGlobalProjectsApproved12/01Check-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)NADInitiativesandProjects5)TheDMAICProcessDefineMeasureAnalyzeImproveControl“DMAIC”Projects:ConsistentMethod1.Whatistheprojectcharter?2.Whatisthe“VoiceoftheCustomer”Gettherightdata......nottheeasy,availabledata.Whatdoesthedatatellus?Whatisthe“rootcause”?Fixtheprocess“Improve”“Redesign”Istheimprovementdeliveringresults?FivePhasesofSixSigmaProjects:3002001000100806040200BADCEFBAr=.7CauseBEffectr=.5CauseAEffectDefectsSigma246ProcessBaselineDefectsSigma246ProcessEntitlementProcessRedesignSIProcessOCFriendlyResponseSpeedCTQVoiceoftheCustomerProjectCharterReducecycletimeandvariabilityofCheck-In.Choice3

Choice2Choice1SolutionsDecisionMatrixCriteriaImplementationActivitiesDefineMeasureAnalyzeImproveControlDMAICProcessImprovementMethodologyTollgateChecklist–DefineForourproject,wehave:1. ConfirmedthatourprojectisaworthwhileimprovementpriorityandissupportedbytheQualityCouncil.2. Beengiven(orwritten)abriefbusinesscaseexplainingthepotentialimpactofourprojectoncustomers,profits,anditsrelationshiponbusinessstrategies.3. Composedandagreedtoatwotothreesentencedescriptionoftheproblemasweseeit––theProblemStatement––focusingonsymptomsonly